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State of Maryland Disaster Recovery Plan V.2
0
1
A CENTER FOR PREPAREDNESS EXCELLENCE
State of Maryland Disaster Recovery Operations
Plan (SDROP)
FINAL DRAFT V.2 August 13, 2014
State of Maryland Disaster Recovery Plan V.2
i A Center for Preparedness Excellence
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State of Maryland Disaster Recovery Plan V.2
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SIGNATURE PAGE 17
The State of Maryland is committed to a consistent and inclusive approach to ensuring all stakeholders 18
have the tools they need to save lives, protect public health and safety, and protect property and the 19
environment. 20
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_________________________________________________ 26
Chas Eby 27
Branch Manager, External Outreach, Preparedness Directorate 28
Maryland Emergency Management Agency 29
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_________________________________________________ 35
Brendan McCluskey 36
Director, Preparedness Directorate 37
Maryland Emergency Management Agency 38
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Kenneth Mallette 45
Executive Director 46
Maryland Emergency Management Agency 47
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State of Maryland Disaster Recovery Plan V.2
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TABLE OF CONTENTS 65
Signature Page .............................................................................................................................................. ii 66
Table of Contents ......................................................................................................................................... iv 67
Table of Figures ............................................................................................................................................. v 68
Table of Tables .............................................................................................................................................. v 69
Record of Interim Changes ......................................................................................................................... vii 70
Acronyms and Definitions ............................................................................................................................ ix 71
Disaster Recovery Operations Mission Statement ....................................................................................... 1 72
I. Purpose ................................................................................................................................................ 1 73
II. Scope .................................................................................................................................................... 1 74
III. Objectives ............................................................................................................................................. 2 75
IV. Disaster Recovery Operations Planning Facts and Assumptions ......................................................... 3 76
V. Disaster Recovery Operations Doctrine ............................................................................................... 5 77
VI. Disaster Recovery Operations Plan Organization ................................................................................ 6 78
VII. Capabilities for Disaster Recovery .................................................................................................... 9 79
VIII. Concept of Coordination ................................................................................................................. 20 80
IX. Concept of Operations ....................................................................................................................... 22 81
X. Activation Procedures ........................................................................................................................ 27 82
XI. State Disaster Recovery Organization ................................................................................................ 28 83
XII. Senior Leadership ............................................................................................................................ 30 84
XIII. State Disaster Recovery Organization Command ........................................................................... 32 85
XIV. Finance/Admin Section ................................................................................................................... 39 86
XV. Recovery Organization Logistics Section......................................................................................... 40 87
XVI. Planning Section .............................................................................................................................. 42 88
XVII. Operations Section .......................................................................................................................... 49 89
XVIII. Local Integration ......................................................................................................................... 61 90
XIX. External Coordination and Support ................................................................................................ 63 91
XX. Plan Maintenance ........................................................................................................................... 67 92
XXI. Disaster Recovery Operations Appendices ........................................................................................ I 93
State of Maryland Disaster Recovery Plan V.2
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TABLE OF FIGURES 94
Figure 1 – Maryland Emergency Preparedness Program Plan Hierarchy ..................................................... 6 95
Figure 2 – State Disaster Recovery Operations Plan Components ............................................................... 7 96
Figure 3 – Mission Area Interdependence .................................................................................................... 8 97
Figure 4 – Recovery Mission Area Capabilities ........................................................................................... 10 98
Figure 5 – Coordination Structure .............................................................................................................. 20 99
Figure 6 – Recovery Continuum: Description of Activities by Phase .......................................................... 22 100
Figure 7 – Transition from Response to Recovery ...................................................................................... 24 101
Figure 8 – State Disaster Recovery Operations Organizational Chart ........................................................ 29 102
Figure 9 – SPG and JOG SEOC Structure ..................................................................................................... 30 103
Figure 10 – Recovery Coordination Group.................................................................................................. 33 104
Figure 11 – Command Staff......................................................................................................................... 33 105
Figure 12 – Joint Information Center Organization .................................................................................... 37 106
Figure 13 – Finance/Admin Section Organization ...................................................................................... 39 107
Figure 14 – Recovery Operations Logistics Section Organization ............................................................... 40 108
Figure 15 – Planning Section Organization ................................................................................................. 42 109
Figure 16 – Information Management Process .......................................................................................... 43 110
Figure 17 – State Support Planning Cycle ................................................................................................... 45 111
Figure 18 – State Support Strategy Integration with the State Support Planning Cycle ............................ 47 112
Figure 19 – Types of Situations Warranting Crisis Action Plans.................................................................. 48 113
Figure 20 – Operations Section Organization ............................................................................................. 50 114
Figure 21 – Maryland Emergency Management Regions ........................................................................... 52 115
Figure 22 – Recovery Organization Coordination Structure ....................................................................... 56 116
Figure 23 – Federal Support Coordination .................................................................................................. 65 117
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TABLE OF TABLES 119
Table 1 – Recovery Mission Area Capability Overview ............................................................................... 11 120
Table 2 – Maryland Capabilities and Recovery Support Function Primary Agency(ies) ............................. 26 121
Table 3 – Maryland’s Recovery Support Functions ..................................................................................... 59 122
Table 4 – Maryland State Departments and Agencies (Primary and Supporting) ........................................ II 123
State of Maryland Disaster Recovery Plan V.2
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Table 5 – Recovery Organization Command and General Staffing Roles .................................................... III 124
Table 6 – Maryland VOAD Resources and Capabilities ................................................................................ IV 125
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RECORD OF INTERIM CHANGES 127
REV # DATE NAME OF
RECORDER SECTION(S) CHANGED
DISTRIBUTION (Full/Ltd/No)*
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State of Maryland Disaster Recovery Plan V.2
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ACRONYMS AND DEFINITIONS 145
The following acronyms and definitions reflect only those acronyms or terms used in this document. 146
The full Maryland Emergency Management Agency (MEMA) Authorized Acronym Table (MAAT) is a 147
separate document. 148
149
AAR - After Action Report 150
AET - Advanced Evaluation Team (Federal) 151
AFNC - Access and Functional Needs Coordinator 152
DBED - Department of Business and Economic Development (Maryland) 153
DGS - Department of General Services (Maryland) 154
DHCD - Department of Housing and Community Development (Maryland) 155
DHMH - Department of Health and Mental Hygiene (Maryland) 156
DHR - Department of Human Resources (Maryland) 157
DNR - Department of Natural Resources (Maryland) 158
DoIT - Department of Information Technology (Maryland) 159
EEI - Essential Elements of Information 160
EMAC - Emergency Management Assistance Compact 161
EOC - Emergency Operations Center 162
ESF - Emergency Support Function 163
FCO - Federal Coordinating Officer 164
FEMA - Federal Emergency Management Agency 165
GAR - Governor's Authorized Representative 166
GOCI - Governor's Office on Community Initiatives 167
HIRA - Hazard Identification and Risk Assessment 168
HSPD-5 - Homeland Security Presidential Directive 5 169
IA - Individual Assistance 170
IAP - Incident Action Plan 171
ICS - Incident Command System 172
IMP - Information Management Process 173
IOF - Initial Operating Facility 174
IP - Improvement Plan 175
IT - Information Technology 176
State of Maryland Disaster Recovery Plan V.2
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JFO - Joint Field Office 177
JIC - Joint Information Center 178
JIS - Joint Information System 179
JOG - Joint Operations Group 180
LDRM - Local Disaster Recovery Manager 181
MDE - Maryland Department of the Environment 182
MDOD - Maryland Department of Disabilities 183
MDOT - Maryland Department of Transportation 184
MDP - Maryland Department of Planning 185
MEA - Maryland Energy Administration 186
MEMA - Maryland Emergency Management Agency 187
MEMAC - Maryland Emergency Management Assistance Compact 188
MEPP - Maryland Emergency Preparedness Program 189
MIEMSS - Maryland Institute of Emergency Medical Services Systems 190
MJOC - Maryland Joint Operations Center 191
MMD - Maryland Military Department 192
MSP - Maryland State Police 193
NCR - National Capital Region 194
NCS - National Coordinating State 195
NDRF - National Disaster Recovery Framework 196
NEMA - National Emergency Management Association 197
NIMS - National Incident Management System 198
NPG - National Preparedness Goal 199
PA - Public Assistance 200
PDA - Preliminary Damage Assessment 201
PIO - Public Information Officer 202
PPD-8 - Presidential Policy Directive 8 203
PSC - Public Service Commission (Maryland) 204
PSIP - Private Sector Integration Program 205
RLO - Region Liaison Officer 206
RSFLG - Recovery Support Function Leadership Group 207
SBA - Small Business Administration (Federal) 208
State of Maryland Disaster Recovery Plan V.2
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SCO - State Coordinating Officer 209
SDRC - State Disaster Recovery Coordinator 210
SDROP - State Disaster Recovery Operations Plan 211
SEOC - State Emergency Operations Center 212
SITREP - Situation Report 213
SMOP - State Mitigation Operations Plan 214
SOP - Standard Operating Procedure 215
SPG - Senior Policy Group 216
SROP - State Response Operations Plan 217
SRSS - State Recovery Support Strategy 218
SSP - State Support Plan 219
THIRA - Threat Hazard Impact Risk Assessment 220
USCG - United States Coast Guard 221
VOAD - Voluntary Organizations Active in Disaster (Maryland) 222
State of Maryland Disaster Recovery Plan V.2
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State of Maryland Disaster Recovery Plan V.2
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DISASTER RECOVERY OPERATIONS MISSION STATEMENT 239
Ensure the ability of the State of Maryland to recover from a catastrophic incident that overwhelms the 240
State or any of its political subdivisions by engaging all necessary state, local, federal, private sector, and 241
voluntary, faith-based, and nongovernmental agencies in order to address the needs of Maryland 242
residents, visitors, and communities. 243
I. PURPOSE 244
The Maryland State Disaster Recovery Operations Plan (SDROP) describes the roles and responsibilities 245
of entities within Maryland during disaster recovery operations. Disaster recovery operations focus on 246
ensuring that the State is able to effectuate the timely restoration, strengthening, and revitalization of 247
infrastructure, housing, and a sustainable economy, as well as the health, social, cultural, historical, and 248
environmental fabric of communities impacted by a catastrophic incident. 249
II. SCOPE 250
The SDROP is the Recovery Mission Area Operations Plan within the Maryland Emergency Preparedness 251
Program (MEPP). The SDROP outlines processes that are to be followed for all-hazards, State-level 252
disaster recovery efforts. The identified actions and activities in this Plan are based on existing State 253
agency statutory authorities. 254
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While providing a structure with procedures and guidelines, at no time is the SDROP intended to inhibit the use of experience and common sense by Maryland Emergency Management Agency leadership and staff, State of Maryland department/agency representatives, or organizations and businesses when determining the actions and resources needed to restore, strengthen, and revitalize infrastructure and housing; Maryland’s economy; government, nonprofit, and business operations; and the health, social, cultural, historical, and environmental fabric of communities impacted by a catastrophic incident in the State of Maryland. The details described in this Plan may or may not apply to specific situations. State employees must use their discretion in each situation to determine the best course of action. Procedures listed in this Plan serve as guidance, but are not intended to replace the best judgment of those who are directly handling a specific disaster recovery-related task.
State of Maryland Disaster Recovery Plan V.2
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III. OBJECTIVES 263
The objectives to be met throughout the execution of the SDROP are as follows: 264
A. Support local-level disaster recovery operations. 265 All emergencies are locally-driven events, and it is the State of Maryland’s role to provide assistance to 266
the local jurisdictions in the form of personnel, resources, technical assistance, and operational 267
coordination, at their request. 268
B. Facilitate the transition from incident response, under the State 269
Response Operations Plan (SROP), to disaster recovery, under the 270
State Disaster Recovery Operations Plan (SDROP). 271 This Plan identifies short-term, intermediate, and long-term disaster recovery activities. The phases of 272
recovery may overlap with each other and with the initial response given that an incident may not 273
progress in the same manner for all elements of an impacted community. Generally, short-term 274
recovery assistance includes the coordination of all federal, State, local, private-sector, and volunteer 275
efforts to restore the public and private sectors to a functional, pre-incident (or better) state, and to 276
support the transition of impacted communities towards long-term recovery efforts, as needed. Short-277
term recovery typically overlaps response and intermediate recovery actions. Intermediate recovery 278
occurs when the vital services have been restored, but the community has not returned to “normal.” 279
Long-term recovery consists of those activities and ongoing projects that facilitate the development and 280
achievement of a community’s post-disaster vision. 281
C. Coordinate the activities of State, local, and federal agencies, 282
nonprofit organizations, and private-sector partners in support of 283
disaster recovery operations. 284 The SDROP supports a collaborative recovery effort between all State departments/agencies, local 285
government, the federal government, nonprofit, and private organizations tasked with providing 286
resources and executing mission assignments during disaster recovery operations. It describes the 287
actions of the State to provide assistance to one or more affected counties or municipalities, and, under 288
catastrophic circumstances, to other state governments. 289
State of Maryland Disaster Recovery Plan V.2
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IV. DISASTER RECOVERY OPERATIONS PLANNING FACTS AND ASSUMPTIONS 290
The State of Maryland has developed this Plan to address the recovery-focused risks identified in the 291
State’s Threat and Hazard Identification and Risk Assessment (THIRA), which is updated annually, and 292
the Hazard Identification and Risk Assessment (HIRA), which is updated every five years. Both 293
assessments are developed through statewide coordination and input from Maryland’s 23 counties and 294
the cities of Baltimore, Annapolis, and Ocean City. This Plan takes all threats and hazards into account 295
to provide a standard framework for State-level disaster recovery. 296
297
Every disaster presents unique challenges. The roles and responsibilities presented in this Plan 298
represent the full deployment of the State’s recovery resources; however, not all of the 299
functions included may be necessary for each recovery operation. 300
Local jurisdictions have, or will develop, a disaster recovery plan to establish local recovery 301
organizations. 302
Working within policy, regulatory, and financial constraints, Maryland departments/agencies 303
need to provide effective and timely assistance to help communities recover, at their request, 304
when the needs of the community exceed the available resources. 305
The State is prepared to commit resources in support of local disaster recovery operations. The 306
full authorities and resources of the State are made available to aid county and municipal 307
governments when disaster recovery operations exceed local capabilities. 308
The State of Maryland integrates, and encourages its local jurisdictions to integrate, issues 309
related to planning for people with disabilities and others with access and functional needs into 310
all departmental emergency plans. 311
The State requests support from other states and requests federal assistance when the State’s 312
capabilities to recover from a disaster are insufficient or have been exhausted. The federal 313
government provides assistance following a Presidential Disaster Declaration for the State. 314
The State Recovery Organization can be activated with or without a Presidential Disaster 315
Declaration. As federal assistance becomes available, it is integrated with the appropriate 316
Recovery Support Function (RSF). 317
Participating federal entities build their recovery staffing structure around the Maryland State 318
Recovery Organization established by this Plan. 319
Existing State laws and regulations will play a role in disaster recovery. 320
State of Maryland Disaster Recovery Plan V.2
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Private and nonprofit organizations are an essential part of recovery operations, and the State 321
will take action to support the resumption of private and nonprofit services. 322
State of Maryland Disaster Recovery Plan V.2
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V. DISASTER RECOVERY OPERATIONS DOCTRINE 323
A. All Hazards Planning 324 A disaster may occur in the State with or without warning, under a myriad of circumstances. Maryland, 325
while cognizant of its identified threats and hazards, conducts planning efforts in accordance with an all-326
hazards philosophy. 327
B. National Standards 328 This Plan is consistent with Presidential Policy Directive 8 (PPD-8), Homeland Security Presidential 329
Directive 5 (HSPD-5), and the National Incident Management System (NIMS) – the primary components 330
of national preparedness doctrine. This supports seamless coordination and integration of national 331
(federal and other states’) resources to supplement State and local resources during disaster recovery 332
operations. Together, the National Preparedness Goal (NPG), National Disaster Recovery Framework 333
(NDRF), and NIMS present the guiding principles that enable all partners to recover from disasters of 334
varying sizes and scope. The State implements and adapts national standards through the Maryland 335
Emergency Preparedness Program, which is outlined in the section below. 336
C. All Emergencies are Locally-Driven 337 Local jurisdictions have the capability to perform recovery operations following most disasters, and 338
initial recovery operations begin with local jurisdictions working with county emergency management 339
agencies. 340
341
Assistance from the State may be provided once local disaster recovery resources are exhausted, or 342
resources are needed that the jurisdiction does not possess. When a disaster evolves such that the 343
resources and/or coordination requirements exceed local capabilities, local authorities may request 344
State disaster recovery resources and assistance. 345
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VI. DISASTER RECOVERY OPERATIONS PLAN ORGANIZATION 346
The Maryland State Disaster Recovery Operations Plan, or SDROP, describes the roles and 347
responsibilities of State-level entities to effectively deliver recovery capabilities statewide. The SDROP is 348
one of four all-hazards mission area operations plans (Prevention/Protection, Mitigation, Response, and 349
Recovery) within the Maryland Emergency Preparedness Program. 350
351
Figure 1 – Maryland Emergency Preparedness Program Plan Hierarchy 352
353
The MEPP is the State’s overarching construct for emergency preparedness. The MEPP is an all-hazards 354
approach to the delivery of specific capabilities for each of Maryland’s four mission areas (listed above) 355
to address the State’s risk. This document serves as the operations plan for the Recovery Mission Area 356
and is maintained by the Recovery Support Function Leadership Group (RSFLG). 357
358
The SDROP is supplemented by Recovery Capability Annexes that identify capability targets, and the 359
resources that are needed and available to achieve those targets. The SDROP and Recovery Capability 360
Annexes describe common management and coordination processes that apply to all hazards. 361
362
Maryland Emergency Preparedness
Program
State Prevention/ Protection
Operations Plan
State Response Operations Plan
State Disaster Recovery Operations
Plan
State Mitigation Operations Plan
State Training and Exercise Plan
State All-Hazards Mitigation Plan
State of Maryland Disaster Recovery Plan V.2
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The detailed actions of individual departments/agencies to 363
support their assigned RSF and recovery capabilities are 364
outlined in the appropriate Recovery Support Function Plans. 365
366
Additional procedures for exceptionally complex or uncommon 367
emergencies are addressed in contingency plans within the 368
MEPP. Contingency plans are intended to supplement the 369
SDROP and Capability Annexes with details specific to the 370
recovery operations necessary for the specific hazard or threat. 371
Contingency plans span multiple mission areas. 372
373
A. Mission Area Interdependencies 374
1. The mission areas are divided between crisis management and 375 consequence management, each with distinct focuses and operational 376 activities. 377
Crisis management (shown below in blue) is the process of preventing or reducing the risk of a 378
threat or hazard to the State, its citizens, or its infrastructure (Prevention/Protection). 379
Consequence management (shown below in red) is the process of addressing the impacts of a 380
threat or hazard to the State, its citizens, or its infrastructure, and restoring the State's ability to 381
function, while taking steps to reduce future vulnerabilities (Response and Recovery). 382
Note: Mitigation is depicted in green as crosscutting both crisis and consequence management 383
because elements of the Mitigation Mission Area are included in both types of planning. 384
State Disaster Recovery Operations
Plan
Recovery Capability Annexes
Recovery Support Functions
Figure 2 – State Disaster Recovery Operations Plan Components
State of Maryland Disaster Recovery Plan V.2
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385
Capabilities involved in the Prevention/Protection, Mitigation, and Response Mission Areas greatly 386
impact Recovery Mission Area operations. Many of the resources used daily to deliver the capabilities 387
of the other three mission areas are utilized to support recovery operations. Capabilities within the 388
Mitigation Mission Area reduce the impact and severity of a disaster, and generate the risk-based 389
planning assumptions that the MEPP is based upon. 390
391
In terms of its application to recovery, mitigation provides an opportunity to rebuild in a manner that 392
reduces future risk. To illustrate this point, following a disaster that results in flood damage, homes built 393
in floodplains must have their elevation levels raised based on new building standards designed to 394
prevent future flood damage. Standards and policies such as this, however, can negatively impact the 395
historic integrity of a property, causing an adverse effect for the purposes of Section 106 of the National 396
Historical Preservation Act. This example demonstrates the importance and interconnectedness of 397
recovery and mitigation, as well as the importance of using the expertise of State department/agency 398
RSF leads to determine appropriate courses of action. 399
400
While this Plan pertains solely to those capabilities within the Recovery Mission Area, it is essential to 401
thoughtfully consider how capabilities are delivered in the context of this Plan, and how this may impact 402
the delivery of capabilities needed for concurrent operations within other mission areas. 403
Prevention/Protection Response
Recovery Incident
Mitigation
Figure 3 – Mission Area Interdependence
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VII. CAPABILITIES FOR DISASTER RECOVERY 404
The Recovery Mission Area capabilities are a list of the activities that, generally, must be accomplished 405
during recovery operations, regardless of which levels of government are involved. The Recovery 406
Mission Area includes eight (8) capabilities – four (4) that apply only to recovery, one (1) that applies to 407
recovery and response, and three (3) that are common to all four mission areas. The figure below 408
outlines the capabilities for each of the four mission areas as defined by the Maryland Emergency 409
Preparedness Program Strategic Plan. 410
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Figure 4 – Recovery Mission Area Capabilities 411
412
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The Recovery Mission Area includes those capabilities that are necessary to assist affected communities 413
to recover effectively following a disaster. It is focused on ensuring that the State is able to effectuate 414
the timely restoration, strengthening, and revitalization of infrastructure, housing, and a sustainable 415
economy, as well as the health, social, cultural, historical, and environmental fabric of communities 416
impacted by a catastrophic incident, or threat/hazard, including those with cascading effects. 417
418
The table below provides a description of each recovery capability, and the targets to effectively deliver 419
each capability. 420
421
Table 1 – Recovery Mission Area Capability Overview 422
Planning
Description Conduct a systematic process engaging the whole community, as appropriate, in the development of executable strategic, operational, and/or community-based approaches to meet defined objectives.
Capability Targets
Recovery Planning 1. At the direction of the Mission Area Lead, develop and execute
necessary crisis action plans within two operational periods, using existing contingency plans, where applicable.
2. Create a State Support Plan (SSP) for every operational period. 3. Conduct a long-term impact assessment to identify the scope of
long-term recovery operations within 1 month of the appointment of the State Disaster Recovery Coordinator (SDRC).
4. Using the results of the long-term impact assessment, develop a State Recovery Support Strategy (SRSS) within 6 weeks of activation of the Community Planning Capacity Building RSF.
5. Update and revise the State Public Assistance Administrative Plan (SAP-PA) within 1 month of a Presidential Disaster Declaration.
6. Update and revise the State Individual Assistance Administrative Plan (SAP-IA) within 1 month of a Presidential Disaster Declaration.
Public Information and Warning
Description
Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard and, as appropriate, the actions being taken and the assistance being made available.
Capability Targets
Digital Media 1. Within 30 minutes of an event, spread safety warnings through
Twitter to four million people in the state (including Tweets and Retweets).
2. Within 30 minutes of an event, spread safety warnings through Facebook to a million followers.
3. Within 12 hours of an event, update the MEMA website to provide
State of Maryland Disaster Recovery Plan V.2
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relevant safety information. 4. Produce 1 YouTube video per quarter to highlight a threat or
hazard. Traditional Media 1. Deliver a coordinated media message to 50 different media outlets
within 2 hours of a JIC activation. 2. Maintain a media calendar highlighting threats and hazards
throughout the year, and contact all media outlets in the State for each calendar entry.
3. Within 1 hour of activation of the JIC, notify the media of SEOC activation and availability for interviews.
4. Ensure 100% JIC staffing for 24/7 operations during an incident. 5. Within 12 hours of a request being made, coordinate and facilitate
visits of 100% of elected officials and other VIPs to the affected area.
Public Outreach/Direct Contact 1. Hold 1 public event per region per quarter. 2. Present at 2 national conferences each year. 3. Table or present at 4 major and 12 minor public events in
Maryland throughout the year. 4. Develop and implement a risk-based editorial calendar to target
public outreach activities. Advertising/Signage 1. For a no-notice event in an appropriate area (i.e., in a geographic
area with digital billboard coverage), contact the billboard operator within 10 minutes to post notification.
2. For an event with notice (e.g., hurricane, winter storm, etc.) contact billboard operator no later than 1 hour after appropriate National Weather Service notification about rotating safety messages.
Operational Coordination
Description Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of capabilities.
Capability Targets
Recovery Operational Coordination 1. Upon determination by the MEMA Executive Director that a
recovery operation is necessary, appoint the State Disaster Recovery Coordinator.
2. Within 72 hours of appointing the SDRC, create and release the State Response Organization chart.
3. Within 24 hours of a request from a local emergency manager or RLO, meet with local emergency managers to support local-level disaster recovery operations.
4. Within 96 hours of the appointment of the SDRC, assess the ability of all recovery agencies to meet goals.
5. Within 1 week of the appointment of the SDRC, assess the capacity of all relevant private businesses and non-profits.
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Infrastructure Systems
Description Stabilize critical infrastructure functions, minimize health and safety threats, and efficiently restore and revitalize systems and services to support a viable, resilient community.
Capability Targets
Transportation and Shipping Infrastructure 1. Restore service and reopen 100% of State-owned and operated
airports within 7 days of disaster. Full repairs may take longer. 2. Restore service and reopen 100% of State-owned marine terminals
within 7 days of disaster. Full repairs may take longer. U.S. Coast Guard (USCG) is the lead agency for restoring maritime commerce.
3. Restore service and reopen 100% State-owned commuter rail facilities within 7 days of disaster. Full repairs may take longer.
4. Restore service and reopen 100% of impacted State-owned metro subway within 7 days of disaster. Full repairs may take longer.
5. Restore service and reopen 100% of the impacted State-owned light rail within 7 days of the disaster. Full repairs may take longer.
6. Within 1 week of the disaster, restore access to 75% State-owned blocked roads, bridges, and tunnels that are critical to recovery efforts. (passable)
7. Within 30 days of the disaster, restore access to 100% of impacted State-owned roads, bridges, and tunnels.
8. Restore access to state owned fueling stations that are the Maryland Department of Transportation’s (MDOT) property within 2 days of the disaster.
9. Work with the Long-Term Recovery Committee to establish and accomplish applicable milestones.
10. Provide data to inform the request for a Presidential Disaster Declaration with 1-4 weeks of an event.
11. Provide impact assessment data to the Community Planning Capacity Building Recovery Support Function (RSF) to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
Energy Infrastructure 1. In the first operational period, coordinate with Emergency Liaison
Officers (ELOs) from 100% of affected electricity and gas companies in Maryland.
2. Maintain situational awareness and projected time-to-restoration of critical lifeline utility outage figures, restoration staffing levels, and unmet restoration needs.
3. Within 1 week of receiving a report from the utility companies affected during a disaster, analyze and provide feedback.
4. As necessary, assist State partners in estimating and communicating restoration times for electricity services to people with disabilities and others with access and functional needs.
5. Within 12 months, establish new regulations that determine restoration times for all utilities.
6. Work with the Long-Term Recovery Committee to establish and accomplish applicable milestones.
State of Maryland Disaster Recovery Plan V.2
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7. Provide data to inform the request for a Presidential Disaster Declaration with 1-4 weeks of an event.
8. Provide impact assessment data to the Community Planning Capacity Building Recovery Support Function (RSF) to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
Economic Recovery
Description
Return economic and business activities (including food and agriculture) to a healthy state and develop new business and employment opportunities that result in a sustainable and economically viable community.
Capability Targets
Tourism Support 1. Work with the Long-Term Recovery Committee to establish and
accomplish applicable milestones. 2. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event. 3. Provide impact assessment data to the Community Planning
Capacity Building Recovery Support Function (RSF) to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
4. Within 24 hours of receipt of a Presidential Disaster Declaration, coordinate with Economic Recovery Support Function (RSF) partners to send a unified message to businesses and the community regarding the process for requesting and receiving assistance.
5. Within 2-6 weeks of the transition to recovery operations, Economic Recovery Support Function (RSF) partners identify and prioritize the distribution of available resources to support economic recovery operations.
6. Upon the transition to recovery operations, conduct public messaging to alert tourists about the status of attractions and tourist destinations statewide through the duration of recovery operations.
7. Within 1 month of the event, contact Destination Marketing Organizations (DMOs) and County Tourism representatives in each impacted jurisdiction to identify ways to support outreach efforts.
Small Business Support 1. Work with the Long-Term Recovery Committee to establish and
accomplish applicable milestones. 2. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event. 3. Provide impact assessment data to the Community Planning
Capacity Building Recovery Support Function (RSF) to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
4. Within 24 hours of receipt of a Presidential Disaster Declaration, coordinate with Economic Recovery Support Function (RSF) partners to send a unified message to businesses and the
State of Maryland Disaster Recovery Plan V.2
15 A Center for Preparedness Excellence
community regarding the process for requesting and receiving assistance.
5. Within 2-6 weeks of the transition to recovery operations, Economic Recovery Support Function (RSF) partners identify and prioritize the distribution of available resources to support economic recovery operations.
6. Make staffing available for all open Essential Service Centers (or Disaster Recovery Centers, if applicable) statewide within 1 week of opening, as needed.
Agricultural Support 1. Work with the Long-Term Recovery Committee to establish and
accomplish applicable milestones. 2. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event. 3. Provide impact assessment data to the Community Planning
Capacity Building Recovery Support Function (RSF) to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
Other Industry Support 1. Work with the Long-Term Recovery Committee to establish and
accomplish applicable milestones. 2. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event. 3. Provide impact assessment data to the Community Planning
Capacity Building Recovery Support Function (RSF) to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
4. Within 24 hours of receipt of a Presidential Disaster Declaration, coordinate with Economic Recovery Support Function (RSF) partners to send a unified message to businesses and the community regarding the process for requesting and receiving assistance.
5. Within 2-6 weeks of the transition to recovery operations, Economic Recovery Support Function (RSF) partners identify and prioritize the distribution of available resources to support economic recovery operations.
6. Within 1 year of an event, assist local recovery organizations with identifying the needs of existing businesses, as well as potential new business and employment opportunities.
Health and Social Services
Description Restore and improve health and social services networks to promote the resilience, independence, health (including behavioral health), and well-being of the whole community.
Capability Targets
Public Health Services Restoration 1. Work with the Long-Term Recovery Committee to establish and
accomplish applicable milestones. 2. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event.
State of Maryland Disaster Recovery Plan V.2
16 A Center for Preparedness Excellence
3. Provide impact assessment data and strategies to the Community Planning Capacity Building RSF to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
4. Within 1 week following an incident, conduct a public health impact assessment for:
Environmental health conditions, including laboratory water and soil testing
Food safety and food establishments
Behavioral health interventions
Healthcare needs that can no longer be met by community resources
Structural, functional, and operational impacts to healthcare facilities
5. Within 1 week following an incident, ensure impacted residents have access to:
Trauma services
Acute care services
Mental and behavioral health services
EMS response services
Dialysis services
Pharmaceutical services 6. Prioritize the restoration of and begin the implementation of all
other public health and medical services necessary to meet the demand of the population within 1 month of the transition to recovery operations.
7. Return 100% of displaced patients remaining in other facilities to an appropriate facility within 30 days of the transition to recovery operations.
Social Services Restoration 1. Work with the Long-Term Recovery Committee to establish and
accomplish applicable milestones. 2. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event. 3. Provide impact assessment data and strategies to the Community
Planning Capacity Building RSF to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
4. Within 1 week following an incident, conduct a social services impact assessment for:
Behavioral health interventions
Family and social services needs that can no longer be met by community resources.
5. Within 1 week following an incident, ensure impacted residents have access to critical social services.
6. Prioritize the restoration of and begin the implementation of all other social services necessary to meet the demand of the
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population within 1 month of the transition to recovery operations.
7. Sustain the simultaneous operation of at least 2 essential service center(s) in each impacted jurisdiction for 2 months.
Housing
Description Implement housing solutions that effectively support the needs of the whole community and contribute to its sustainability and resilience.
Capability Targets
Transitional/Temporary Housing Options 1. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event. 2. Convene a housing task force within 48 hours post event and
determine residential damage assessment methods and strategies.
3. Conduct assessments to determine how to fund programs and services using various available grant programs and sources.
4. Assess whether the Maryland Housing Assistance Program (MDHAP) needs to be setup, and begin taking steps to provide services, if needed, if money is appropriated to the Maryland Housing Assistance Program.
5. Administer MDHAP within 48 hours of the program being funded. 6. Staff at least 1 Essential Services Center per impacted jurisdiction
with appropriate personnel knowledgeable in available programs to assist applicants.
Long-Term Housing Restoration 1. Work with the Long-Term Recovery Committee to establish and
accomplish applicable milestones. 2. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event. 3. Provide impact assessment data and strategies to the Community
Planning Capacity Building RSF to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
4. Conduct housing and occupancy inspections in the most heavily impacted areas within 2 months and 100% of inspections within 6 months.
5. Within one month of the transition to recovery operations provide building code and reconstruction guidance to voluntary/non-profit partners conducting recovery operations.
Loan Assistance 1. Staff 1 disaster recovery center per impacted jurisdiction to help
eligible residents with applying to loan programs, as requested. 2. Provide information about loan assistance programs and eligibility
to impacted individuals within 1 week of the transition to recovery operations or in accordance with grant program requirements.
3. Determine the eligibility and intake requirements that will be used for loan programs within 1 week post incident or in accordance with grant program requirements.
State of Maryland Disaster Recovery Plan V.2
18 A Center for Preparedness Excellence
4. Determine resources and requirements necessary to process 100% of received loan applications for impacted and eligible residents within 1 month of the incident or in accordance with grant program requirements.
5. Process 100% of received loan applications for impacted and eligible residents within 1 year of an incident or in accordance with grant program requirements.
Natural and Cultural Resources
Description
Protect natural and cultural resources and historic properties through appropriate planning, mitigation, response, and recovery actions to preserve, conserve, rehabilitate, and restore them consistent with post-disaster community priorities and best practices, and in compliance with appropriate environmental and historical preservation laws and executive orders.
Capability Targets
Natural Resource Restoration 1. Work with the Long-Term Recovery Committee to establish and
accomplish applicable milestones. 2. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event. 3. Provide impact assessment data and strategies to the Community
Planning Capacity Building RSF to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
4. Establish protective action guidance for debris removal operations within 1 week of the transition to recovery operations.
5. Within 60 days of an event, clear debris from all impacted State-owned natural resources.
6. Within 90 days of the transition to recovery operations, conduct impact assessments and prioritize the restoration of State-owned natural resources.
7. Within 1 month of an event, begin to identify federal and state grant programs (beyond traditional FEMA disaster recovery funds) to assist with restoration of natural resources.
8. Develop a restoration plan for State-owned land/resources within 6 months of the transition to recovery.
Cultural Resource Restoration 1. Work with the Long-Term Recovery Committee to establish and
accomplish applicable milestones. 2. Provide data to inform the request for a Presidential Disaster
Declaration with 1-4 weeks of an event. 3. Provide impact assessment data and strategies to the Community
Planning Capacity Building RSF to inform the development of the State Recovery Support Strategy (SRSS) within 6 months of an event.
4. Establish protective action guidance for debris removal operations within 1 week of the transition to recovery operations.
5. Within 60 days of an event, ensure debris are cleared from all impacted State-owned cultural resources, in accordance with the
State of Maryland Disaster Recovery Plan V.2
19 A Center for Preparedness Excellence
responsibility of the responsible agency that owns the resources 6. Stabilize State-owned cultural resources to protect from future
damage within 30 days of an event. 7. Within 90 days of the transition to recovery operations, conduct
impact assessments and prioritize the restoration of State-owned cultural resources.
8. Within 90 days of an event, identify impacted non-State-owned cultural resources (such as historic properties) and conduct damage assessments.
9. Develop a restoration plan for State-owned land/resources within 6 months of the transition to recovery.
423
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VIII. CONCEPT OF COORDINATION 424
The figure below illustrates the concept of coordination, as well as the recovery management-level 425
interactions. 426
427
Figure 5 – Coordination Structure 428
429
430
Recovery begins at the onset of a disaster, and operational control of the disaster is transferred to the 431
State Recovery Organization as the life-safety issues of response come to a close. Although local 432
jurisdictions have the capability to effectively engage in recovery operations for most disasters without 433
any outside assistance, if a disaster evolves such that resources and/or coordination requirements 434
exceed local capabilities, assistance from the State may be necessary. It is only after local disaster 435
recovery resources are exhausted, or resources that the jurisdiction does not possess are requested, 436
that local authorities may request State disaster recovery resources and assistance. When State 437
resources are exhausted, the State may need to request assistance from neighboring states through the 438
Emergency Management Assistance Compact (EMAC) (see the “Mutual Assistance Compacts” section of 439
the SROP for additional information), or the federal government, usually facilitated through the Federal 440
Emergency Management Agency (FEMA). Additionally, the State may request a Presidential Disaster 441
State RSFs
Non-profit
Partners
Private Sector
Partners
Stat
e C
oo
rdin
atio
n-L
evel
O
per
atio
ns
Loca
l Man
agem
ent-
Leve
l O
per
atio
ns
Federal Agencies
State of Maryland Disaster Recovery Plan V.2
21 A Center for Preparedness Excellence
Declaration, which, if received, makes a wide array of federal programs and resources available to the 442
State. 443
444
The State is responsible for coordinating support operations, which are activities that assist with local 445
disaster recovery, and include the coordination of State resources, as well as obtaining resources from 446
the federal government. The Maryland Emergency Management Agency (MEMA) is the State agency 447
designated to lead the coordination of recovery activities between the local jurisdictions and State 448
departments/agencies at the support level. These activities are based on RSFs, which are the underlying 449
coordinating structures that group resources and capabilities into the functional areas that are most 450
frequently needed in recovery. RSFs also contribute to the delivery of capabilities (included in Table 1, 451
above). More information on the RSFs is included in the “Maryland Recovery Support Functions” 452
section, below. Local jurisdictions are responsible for managing operations, which are the activities 453
within impacted communities (i.e., the “boots on the ground”). 454
455
Due to the unique geographic and political position of the State, it is essential to plan and coordinate 456
through the inter-State regions (i.e., National Capital Region [NCR], Delaware/Maryland/Virginia 457
Peninsula [DelMarVa]). Additionally, Maryland falls within FEMA Region III, and participates in planning 458
efforts with its state partners: Delaware, the District of Columbia, Pennsylvania, Virginia, and West 459
Virginia. As a result of regional interdependencies, recovery operations may require partnerships for 460
coordination at the local, State, regional, or federal levels. 461
State of Maryland Disaster Recovery Plan V.2
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IX. CONCEPT OF OPERATIONS 462
As response activities scale down and transition away from life safety, incident stabilization, and the 463
protection of property and the environment, the focus shifts to recovery operations. The initial stages 464
of recovery are integrated with response operations. The transition from response to recovery (both 465
timing and management) must be carefully planned and implemented. The following section details the 466
phases of disaster recovery. 467
A. Phases of Disaster Recovery Operations 468 Recovery operations can span months or even years, depending on the severity of the disaster. 469
Operations occur along a “continuum” that begins with the final phase of response operations-470
stabilization- when government, businesses, and utilities start to provide essential services to the 471
community again (even through temporary means), and continues through the restoration, 472
strengthening, and revitalization of infrastructure, housing, and a sustainable economy, as well as the 473
health, social, cultural, historical, and environmental fabric of communities impacted by a catastrophic 474
disaster. These restoration, strengthening, and revitalization activities are described as short-term, 475
intermediate, and long-term disaster recovery operations. Because each disaster impacts the State in 476
different ways, generalized timeframes are used to describe each of these phases of operations. 477
Additionally, the phases of recovery may overlap each other, as well as the initial incident response, 478
depending on the event, and activities may span multiple phases of disaster recovery operations. The 479
figure below illustrates the transition to and phases of disaster recovery operations. 480
481
Figure 6 – Recovery Continuum: Description of Activities by Phase 482
483
484
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23 A Center for Preparedness Excellence
1. Transition from Response Operations to Disaster Recovery Operations 485 The transition from response operations to recovery is a gradual process, the pace and timing of which 486
depend upon the circumstances of the disaster. As response activities diminish, disaster recovery 487
activities increase. During this time period, direction and control of the State’s operations are 488
transferred from the State Emergency Operations Center (SEOC) Commander,1 to the State Disaster 489
Recovery Coordinator (SDRC).2 490
491
The organizational charts detailed in the figure below represent the operations sections (not the entire 492
organizational structure) for response and recovery, and the figure is intended to illustrate the transition 493
from the response phase to the recovery phase – specifically, as response activities decrease, recovery 494
activities increase. 495
1 The SEOC Commander is the designated leader of response operations. The roles and responsibilities of the SEOC
Commander are outlined in the “Command Section Organization Position Descriptions and Responsibilities” section, below. 2 The SDRC is the designated leader of recovery operations. The roles and responsibilities of the SDRC are outlined
in the “Command Section Organization Position Descriptions and Responsibilities” section, below.
State of Maryland Disaster Recovery Plan V.2
24 A Center for Preparedness Excellence
Figure 7 – Transition from Response to Recovery 496
497
Recovery Coordination Group
State Emergency Operations Center
Commander
Operations Section
Resource Branch
Military Support
Resource Support and Logistics
Donations and Volunteer Management
Business Operations Center
Mutual Aid (EMAC, MEMAC, FEMA)
Public Safety Branch
Fire Fighting
Law Enforcement and Safety
Hazardous Materials
Search and Rescue
Infrastructure Branch
Transportation
State Communications
Public Works and Engineering
Utilities and Energy
Historical, Cultural, Environmental Properties
Human Services Branch
Mass Care
Public Health and Medical Services
Food Safety
Agriculture and Animal Welfare
Local Liaison Mission Tracker
Deputy SEOC Commander/State Disaster Recovery Coordinator
State Disaster Recovery Coordinator
Operations Section
Resource Spport
Mission Tracker
EMAC Resources
MEMAC Resources
FEMA Resources
Disaster Survivor
Long-Term Housing RSF
Public Health and Healthcare Services RSF
Social Services RSF
Individual Assistance Program
Public-Sector
Infrastructure RSF
Natural Resources RSF
Cultural Resources RSF
Public Assistance Program
Private-Sector
Economic RSF
Private Sector Integration Program
Small Business Administration
Hazard Mitigation
Management and Analysis
Grants and Planning
Floodplain Management and
Insurance
Field Operations Liaison
Regional Liaison Officer
Voluntary Organizations Liaison
Response
Recovery
State of Maryland Disaster Recovery Plan V.2
25 A Center for Preparedness Excellence
2. Short-Term Disaster Recovery Operations 498 Short-term disaster recovery operations may overlap with response, and generally span the first days or 499
weeks after a disaster; however, there is no pre-determined timeline for short-term disaster recovery. 500
Short-term recovery operations continue to address the health and safety needs of disaster survivors 501
that persist through the end of response operations. Additionally, operations in this phase are 502
characterized by activities such as restoring basic infrastructure and essential community services. 503
3. Intermediate Disaster Recovery Operations 504 Intermediate disaster recovery operations occur when vital services have been restored, and generally 505
span the initial weeks and months after a disaster. Like short-term recovery operations, there is no pre-506
determined timeline for this phase. Intermediate recovery operations involve returning individuals, 507
families, critical infrastructure, and essential government or commercial services to a functional, if not 508
pre-disaster, state. Additionally, intermediate disaster recovery operations are characterized by 509
activities such as strategic planning to achieve permanent recovery measures. 510
4. Long-Term Disaster Recovery Operations 511 Long-term disaster recovery operations involve ongoing recovery projects moving towards self-512
sufficiency, sustainability, and resilience, and generally span the months and years after a disaster. 513
Activities in this phase involve the completion of the redevelopment and revitalization of the impacted 514
communities. Additionally, long-term disaster recovery operations are characterized by activities such 515
as rebuilding or relocating damaged or destroyed resources. 516
B. Disaster Recovery Operations 517 Maryland has adopted an organizational structure to provide and coordinate support to local 518
jurisdictions, and to receive and coordinate resource support from the federal government, other states, 519
and nonprofit and private-sector partners. This structure is similar to the Incident Command System 520
(ICS) used to manage incident response. The State Recovery Organization structure focuses on 521
coordination of support and resources to local disaster recovery operations. 522
523
At the center of the recovery organizational structure are the Command, Finance/Admin, Recovery 524
Organization Logistics, Planning, and Operations sections. The recovery structure is based on the use of 525
Recovery Support Functions during a disaster. RSFs form the basis of the Operations Section and are the 526
primary coordinating mechanism for building, sustaining, and delivering the capabilities of the Recovery 527
Mission Area. The capabilities and the supporting RSFs are listed in the table below. 528
State of Maryland Disaster Recovery Plan V.2
26 A Center for Preparedness Excellence
529
Table 2 – Maryland Capabilities and Recovery Support Function Primary Agency(ies) 530
Capability Recovery Support Function Primary Agency(ies)
Planning
Community Planning and Capacity Building
MEMA* and MDP
All RSFs MEMA
Public Information & Warning All RSFs MEMA
Operational Coordination All RSFs MEMA
Economic Recovery Economic Recovery DBED
Health and Social Services
Public Health and Healthcare Services
DHMH
Social Services DHR
Housing Long-Term Housing DHCD
Infrastructure Systems Infrastructure MDOT and PSC
Natural and Cultural Resources Natural Resources DNR
Cultural Resources MDP: Maryland Historical Trust
531
*Note: As per State of Maryland Executive Order 01.01.2013.06 (Maryland Emergency Preparedness 532
Program), “[t]he Maryland Emergency Management Agency is the lead agency for carrying out the 533
mission areas of hazard mitigation, incident response, and disaster recovery….” 534
535
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27 A Center for Preparedness Excellence
X. ACTIVATION PROCEDURES 536
The State Disaster Recovery Operations Plan is activated during the Response phase of operations with 537
the appointment of the State Disaster Recovery Coordinator. Upon activation of the State Emergency 538
Operations Center to Level 1, the Senior Policy Group (SPG) will meet to discuss the appointment of the 539
SDRC. The appointment process is handled by the Executive Director of MEMA and is subject to the 540
approval of the Governor. If the SEOC is activated to a Level 2, the SPG will consider the appointment of 541
the SDRC, but may elect not to appoint anyone to serve that position. Finally, the Executive Director of 542
MEMA can appoint an SDRC at his/her discretion regardless of the SEOC activation level. The SDROP, 543
and thereby the State Recovery Organization, is officially activated once the SDRC has been appointed. 544
545
In the period before the full transition to recovery operations, the SDRC serves as a deputy to the SEOC 546
Commander. Additionally, the SDRC can convene the Recovery Support Functions while response 547
operations are ongoing to begin planning and preparing for the transition to recovery. To facilitate 548
recovery planning efforts, a member of the SEOC Planning Section may be assigned to the Recovery 549
Organization. This provides continuity between operational phases. If the SDRC and the SEOC 550
Commander, in concert with the Senior Policy Group, determine that the State Recovery Organization 551
will not be necessary, it can be stood down. 552
State of Maryland Disaster Recovery Plan V.2
28 A Center for Preparedness Excellence
XI. STATE DISASTER RECOVERY ORGANIZATION 553
The State Recovery Organization should be physically located in close proximity to impacted 554
jurisdiction(s). The location of disaster recovery operations is determined based on the nature, size, and 555
scope of the disaster, and serves as the site for information sharing and resource coordination at the 556
State-level. The Recovery Organization Logistics Section, described in more detail below, is responsible 557
for determining the location of the State Recovery Organization in conjunction with the MEMA 558
Executive Director and the SDRC. 559
A. Organizational Structure 560 The State Recovery Organization is organized into five major sections, in accordance with ICS: 561
Command, Finance/Admin, Recovery Organization Logistics, Planning, and Operations. Each of these 562
sections is divided into functional branches, groups, or units, as needed. MEMA’s Executive Director has 563
overall responsibility for the State’s recovery operations and MEMA has the overall responsibility for 564
carrying out the mission area of disaster recovery.3 MEMA’s Executive Director appoints the SDRC who, 565
in turn, assigns section chiefs for Finance/Admin, Recovery Organization Logistics, Planning, and 566
Operations, as needed. The section chiefs determine requirements for their respective organization and 567
staffing, in accordance with the State Recovery Organizational Chart shown below. 568
569
The organizational structure of the State Recovery Organization may expand and contract, as the 570
recovery effort requires, under the direction of the SDRC, in coordination with MEMA’s Executive 571
Director. The organizational structure is depicted in the following Recovery Organization Organizational 572
Chart figure. 573
574
The Small Business Administration, Individual Assistance (IA), and Public Assistance (PA) components all 575
have crosscutting programs, but the majority of their services apply to the branch where they are 576
included. 577
3 State of Maryland Executive Order 01.01.2013.06 (Maryland Emergency Preparedness Program).
State of Maryland Disaster Recovery Plan V.2
29 A Center for Preparedness Excellence
578
Recovery Coordination Group *
Planning
Situation Awareness Unit
Current Planning Unit
Community Planning and Capacity Building
RSF
Planning Support Unit
Operations
Resource Support Branch
Mission Tracker
EMAC Resources
MEMAC Resources
FEMA Resources
Disaster Survivor Branch
Long-Term Housing RSF
Public Health and Healthcare Services
RSF
Social Services RSF
Individual Assistance Program
Public-Sector Branch
Infrastructure RSF
Natural Resources RSF
Cultural Resources RSF
Public Assistance Program
Private-Sector Branch
Economic RSF
Private Sector Integration Program
Small Business Administration
Hazard Mitigation Branch
Management and Analysis
Grants and Planning
Floodplain Management and
Insurance
Field Operations Liaison
Regional Liaison Officer
Voluntary Organizations Liaison
Recovery Organization
Logistics
Information Technology
Facility Unit
Finance/Admin
Analyst/Analysis Function for ALL
Open Grant Programs
Local Advisory Group(s) (Advisory)
Legislative Liaison (Advisory)
Access and Functional Needs
Coordinator (Advisory)
Lead Public Information Officer
Joint Information Center (See JIC Org.
Chart)
Figure 8 – State Disaster Recovery Operations Organizational Chart
*Note: The structure of the Recovery Coordination Group is outlined in the “State Disaster Recovery Organization Command” section, below.
State of Maryland Disaster Recovery Plan V.2
30 A Center for Preparedness Excellence
XII. SENIOR LEADERSHIP 579
The Senior Policy Group and Joint Operations Group (JOG) are 580
intended to be the oversight and policy-setting body put in 581
place to ensure the State Recovery Organization is working 582
effectively, and provide senior leadership over State Disaster 583
Recovery Operations. 584
A. Senior Policy Group 585 The Senior Policy Group serves as a policy- and strategic-level 586
deliberative body during ongoing or long-term emergency 587
situations to analyze critical information, and support the 588
Governor by identifying emergent needs and providing policy 589
recommendations for action, including public messaging. The 590
SPG works together to ensure consistent information is being shared across the various State 591
departments/agencies and the Maryland General Assembly. 592
593
The Senior Policy Group is chaired by the Governor (or, in his absence, by MEMA’s Executive Director), 594
and is comprised of the MEMA Executive Director, select Governor’s Executive Staff, and key senior 595
State government officials. The Senior Policy Group may also consult with senior officials from 596
organizations external to State government, to include the Maryland Voluntary Organizations Active in 597
Disaster (VOAD). 598
599
During recovery operations, the Senior Policy Group (SPG) is responsible for approving the selection of 600
the State Disaster Recovery Coordinator, who is designated by the State Coordinating Officer (SCO) (see 601
the SROP for additional information on the SCO). Additionally, the Governor of Maryland (or a designee, 602
such as the Lieutenant Governor) has final approval over the person selected to serve as the State 603
Disaster Recovery Coordinator. 604
605
The SPG’s standard operational procedure (SOP) outlines the roles and responsibilities of each 606
participant, the notification and activations process, and the Group’s deliverables. Refer to the Senior 607
Policy Group SOP for more information. 608
Figure 9 – SPG and JOG SEOC Structure
Senior Policy Group & Joint Operations Group
State Coordinating Officer (SCO)
_____________________
State Disater Recovery Coordinator (SDRC)
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31 A Center for Preparedness Excellence
B. Joint Operations Group 609 The Joint Operations Group advises the SPG on policy- and strategic-level incident-specific issues, 610
concerns, decisions, needs, gaps, and resources. The JOG is comprised of the key members of the 611
Governor’s Executive Staff, management Directors at MEMA, and key deputies and/or designees of SPG 612
members. The JOG will gather initial situational information, provide high-level analysis, and coordinate 613
actions to prevent, protect, mitigate, respond to, and recover from manmade and naturally-occurring 614
hazards and threats. 615
616
The Joint Operations Group is facilitated by the MEMA directorate leads (Operations, Preparedness, 617
and/or Administration), and is made up of deputy-level agency representatives and select senior 618
executive staff. 619
620
The JOG’s SOP outlines the roles and responsibilities of each participant, the notification and activations 621
process, and the Group’s deliverables. Refer to the Joint Operations Group SOP for more information. 622
State of Maryland Disaster Recovery Plan V.2
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XIII. STATE DISASTER RECOVERY ORGANIZATION COMMAND 623
The Command Section of the Recovery Organization structure consists of: 624
Recovery Coordination Group 625
o State Coordinating Officer (SCO) 626
o State Emergency Operations Center (SEOC) Commander 627
o State Disaster Recovery Coordinator (SDRC) 628
Local Advisory Group (Advisory) 629
Legislative Liaison (Advisory) 630
Access and Functional Needs Coordinator (AFNC) (Advisory) 631
Lead Public Information Officer (PIO) 632
Joint Information Center (JIC) 633
The figure below represents the Recovery Command Group. 634
635
The figures below represent the Recovery Coordination Group and the recovery command staff, 636
respectively. 637
State of Maryland Disaster Recovery Plan V.2
33 A Center for Preparedness Excellence
Figure 10 – Recovery Coordination Group 638 639
640
641
642
Recovery Coordination Group
Local Advisory Group(s) (Advisory)
Legislative Liaison (Advisory)
Access and Functional Needs Coordinator
(Advisory)
Lead Public Information Officer
Joint Information Center (See JIC Org. Chart)
Senior Policy Group (SPG)
Federal Coordinating Officer
(FCO)
State Emergency Operations Center
(SEOC) Commander
State Disaster Recovery
Coordinator (SDRC)
Federal Disaster Recovery
Coordinator (FDRC)
MEMA Executive Director
Governor's Authorized Representative
State Coordinating Officer
Figure 11 – Command Staff
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34 A Center for Preparedness Excellence
A. Command Section Organization Position Descriptions and 643
Responsibilities 644
1. MEMA Executive Director 645 The Executive Director of MEMA serves as the State Coordinating Officer (SCO) unless otherwise 646
directed by the Governor. The Executive Director is part of the SPG, and serves in a policy position for 647
the State Recovery Organization. As SCO, the Executive Director’s responsibilities include the following 648
tasks: 649
Appointing the SDRC; 650
Interfacing with the Federal Coordinating Officer, as needed; and 651
Serving as the Governor’s Authorized Representative (GAR),4 as needed. 652
653
The Federal Coordinating Officer (FCO) is appointed by the President, and consults with the FEMA 654
Regional Administrator. 655
2. State Emergency Operations Center Commander 656 The SEOC Commander’s responsibilities are outlined in the State Response Operations Plan (see the 657
SROP for more information). The SEOC Commander is included in this Plan because of the overlap 658
between response and recovery operations. 659
3. State Disaster Recovery Coordinator 660 Once appointed, the SDRC observes response operations as a deputy to the SEOC Commander and 661
begins to identify any outstanding issues that need to be addressed as recovery operations expand. 662
663
The SDRC may request State resources be assigned, as needed, to support the Recovery Organization, 664
and is also responsible for the following tasks: 665
Serving as the Recovery Organization point of contact for the Governor and the SPG, including 666
providing status updates and policy direction; 667
Coordinating and providing direction and guidance to the section chiefs; 668
Ensuring problems between different levels and functions of governmental emergency 669
management are resolved in an expeditious manner; 670
4 The GAR is designated as a part of the FEMA/State Agreement after a major disaster is declared under the
Stafford Act. The GAR is responsible for executing documents on behalf of the State. Additionally, the GAR has a role in ensuring that federal funding received following a disaster declaration is monitored appropriately. The specific responsibilities of the GAR are outlined in the administrative plans for each federal grant.
State of Maryland Disaster Recovery Plan V.2
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Establishing objectives, planning strategies, and implementing tactics; 671
Ensuring adequate financial support and resources are available for the response operations; 672
Coordinating with federal counterparts to ensure adequate State support is provided for federal 673
response and recovery activities; and 674
Maintaining full authority over the Recovery Organization. 675
a) Appointing a State Disaster Recovery Coordinator 676
The SDRC is selected and appointed by the Executive Director of MEMA and is subject to the approval of 677
the Governor. The person selected to serve as the SDRC depends on the event. Potential candidates for 678
the SDRC include State employees, and an individual with the following skills and experience would be 679
preferable: 1) experience managing large, complex, inter-departmental/agency projects; 2) knowledge 680
of and/or experience with disaster recovery; and 3) an understanding of State emergency operations 681
and experience with ICS. 682
4. Local Advisory Group 683 The Local Advisory Group is made up of the leadership of local recovery efforts in the impacted 684
jurisdiction(s). The highest ranking person or position (or their designee) should serve on the Local 685
Advisory Group; however, it may not necessarily be comprised of local government representatives. 686
The Local Advisory Group could be made up of the Local Disaster Recovery Managers (LDRMs) (see the 687
“Local Integration” section, below, for more information). 688
689
The Local Advisory Group is responsible for advising the SPG and SDRC regarding the general direction 690
and overarching policy guidance as they apply to local jurisdictions. The Local Advisory Group does not, 691
however, have the authority to encumber funds, or to make commitments that are binding on the State 692
or local jurisdiction(s). The purpose of the Local Advisory Group is to provide advice on policy related to 693
the disaster recovery efforts, and its responsibilities include the following tasks: 694
Impacting policy decisions as an advisory group, and giving the local jurisdictions a voice; 695
Advising on policy-related matters; 696
Meeting with the SDRC; 697
Meeting with the local impacted jurisdiction(s); and 698
Maintaining the Recovery Organization’s transparency and accountability to the general public. 699
700
The Federal Disaster Recovery Coordinator is appointed to the disaster, and works with the FCO. 701
State of Maryland Disaster Recovery Plan V.2
36 A Center for Preparedness Excellence
5. Legislative Liaison 702 The Legislative Liaison is responsible for staying abreast of what is occurring in Congress related to 703
appropriations for impacted jurisdictions, and for developing federal funding opportunity lists to help 704
the State pursue grant awards. This may involve coordinating with the Governor’s Director of Federal 705
Relations. In addition, this position provides regular updates to the State’s elected officials and the 706
Maryland General Assembly regarding disaster recovery activities. The Legislative Liaison is also 707
responsible for staying abreast of issues in the Maryland General Assembly related to State recovery. 708
6. Access and Functional Needs Coordinator 709 The AFNC is responsible for providing policy guidance to the Recovery Organization. The AFNC will 710
coordinate with the State agencies and departments that provide services to and advocate for people 711
with disabilities and others with access and functional needs to ensure people’s needs are met. The 712
AFNC is included in the Command Staff to provide guidance on the integration of issues related to 713
planning for people with disabilities and others with access and functional needs, including in both 714
recovery planning and operations. 715
7. Lead Public Information Officer 716 The Lead PIO advises the SDRC and the SPG on information dissemination and media relations. The 717
Lead PIO also obtains information from and provides information to the Planning/Intel Section, and to 718
the community and media, and maintains constant communication and coordination with the JIC. 719
8. Joint Information Center 720
a) Joint Information System 721
The Joint Information System (JIS) is the process by which information is obtained, evaluated, and 722
checked for accuracy before being released to the media and the public, so that the information is 723
timely, accurate, consistent, and easy to understand. The goal is to contribute to the safety and well-724
being of the citizens of Maryland before, during, and after a disaster. This information must explain 725
what people can expect from the State’s departments/agencies, their local governments, and the 726
federal government. The ultimate goal of the JIS – “many voices, one message” – is to provide uniform, 727
coordinated, and consistent messaging to the public. 728
729
The challenge is for participants to speak with one voice. This requires close coordination with 730
emergency managers, and departments and agencies at the State, federal, and local levels, using every 731
device and technology available. The JIS also may include two or more JICs involved in the same 732
State of Maryland Disaster Recovery Plan V.2
37 A Center for Preparedness Excellence
incident. It is vital that all JIC leaders involved in one incident remain in frequent contact to ensure a 733
common message is being given to the public. 734
b) Joint Information Center Staffing 735
The number of staff assigned to the JIC depends upon the size, nature, and/or complexity of the 736
disaster. Additionally, JIC staff may be participating remotely or virtually. In general, there is a Lead PIO, 737
an Assistant JIC Manager (or more, if needed), and staff public information specialists, who are 738
responsible for the various JIC functions. In small-scale operations, the PIO may work alone or with a 739
few staff to perform all of the functions associated with public information activities. 740
741
Figure 12 – Joint Information Center Organization 742
743
Depending upon the circumstances, senior State officials may become the designated spokesperson(s) 744
to provide routine updates to the public, through the media, on the State’s disaster recovery efforts. 745
The spokesperson, by his/her position, lends credibility to the State’s posture on the issue. The 746
spokesperson may be designated by his/her statutory authority, or by the Governor (e.g., Secretary of 747
the Department of the Environment briefs on environmental issues, Secretary of Health and Mental 748
Hygiene briefs on health and medical issues, etc.). A disaster that impacts multiple State 749
departments/agencies may require several senior State officials to comment on their part of the disaster 750
Lead PIO
Assistant JIC Manager
WebEOC Monitor &
Record
Admin Support
PIO Print
PIO Electronic
Writer
Media Monitor
Rumor Control
Governor's Press Office
State Agency/Local
PIO Liaison
Social Media
Web Master
State of Maryland Disaster Recovery Plan V.2
38 A Center for Preparedness Excellence
recovery. All of the resources of the Joint Information Center (JIC) are at the disposal of these 751
designated spokespersons to assist with talking points for media briefings. 752
753
Certain disaster recovery efforts may require the dispatch of State PIOs to respond to media demands at 754
or near the scene of the incident. Additionally, disaster recovery efforts, such as an accident involving a 755
nuclear power plant, may require the establishment of a near-site news media center. State public 756
information personnel may join the local jurisdictions’ PIOs, and the PIOs of other departments/agencies 757
or organizations to establish these centers and refer media queries to them. Otherwise, the media 758
center function is a component of the JIC. 759
760
In all JIC operations, the staff reports to the Lead PIO, who may delegate responsibility for specific 761
functions to an assistant or JIC staff member. During Presidential Disaster Declarations, the Lead PIO (or 762
designee) is a member of the State Coordinating Officer’s (SCO) immediate staff, serving as the 763
spokesperson for the SCO, and advisor to the SCO on public information issues. Duties within the JIC 764
during a Presidential Disaster Declaration are coordinated with the Lead Federal PIO, who may actually 765
be located in the State JIC before the establishment of a Joint Field Office (JFO). Disaster recovery-766
related messaging focuses on providing the public with information about the availability of resources 767
that can help with disaster recovery. 768
769
Information received is shared and coordinated with PIOs of State, local, and federal government 770
agencies, and nongovernmental agencies involved in the disaster recovery effort. 771
State of Maryland Disaster Recovery Plan V.2
39 A Center for Preparedness Excellence
XIV. FINANCE/ADMIN SECTION 772
The Finance/Admin Section of the State Recovery Organization consists 773
of: 774
Finance/Admin Chief 775
Analysts/Analysis Function for All Open Grant Programs 776
777
The Finance/Admin Section within the Recovery Organization is 778
responsible for collecting, analyzing, and reporting the costs associated 779
with State recovery operations, and assisting with collecting data for 780
the request for a Presidential Disaster Declaration (if a Declaration has 781
not already been requested). Additionally, if a request for a 782
Presidential Disaster Declaration has been made and that request has 783
been denied, the Finance/Admin Section works to collect data to 784
provide in the State’s appeal, if applicable. 785
786
The individual positions within the section are assigned, as needed, and multiple positions may be held 787
by one individual, when reasonable. The Finance/Admin Section works with State 788
departments/agencies and local jurisdictions to assist in obtaining the necessary financial information. 789
All State departments/agencies supporting statewide disaster recovery operations are required to track 790
costs associated with their activities, and report those costs to the Finance/Admin Section. The 791
Finance/Admin Section Chief reports on the total running costs, and reports any problems that may 792
arise from the current and projected financial situation to the SDRC, as requested. 793
794
The Finance/Admin Section also tracks the status of all open recovery-related grant programs with funds 795
being expended in the State. The section establishes a format and reporting requirements to accurately 796
track the funds that are available in the State and the status of those funds. 797
Finance/Admin
Analyst/Analysis Function for ALL Open Grant
Programs
Figure 13 – Finance/Admin Section Organization
State of Maryland Disaster Recovery Plan V.2
40 A Center for Preparedness Excellence
XV. RECOVERY ORGANIZATION LOGISTICS SECTION 798
The Recovery Organization Logistic Section consists of: 799
Logistics Chief 800
SEOC Technology Unit 801
Facility Unit 802
803
The Recovery Organization Logistics Section is responsible for supporting 804
the physical operations of the State Recovery Organization (note that the 805
location of operations may vary based on the nature, size, and scope of 806
the disaster, and is determined by the Recovery Organization Logistics 807
Section). This includes supporting the assigned personnel with facilities, 808
food services, transportation, and lodging accommodations, as 809
necessary. 810
811
The Recovery Organization Logistics Section is also responsible for 812
maintaining the SEOC Technology used in the location of disaster recovery operations, including the IT 813
infrastructure and software. The software includes WebEOC© and all its functionality, as well as WebEX 814
webinars. 815
816
Additionally, the Recovery Organization Logistics Section maintains the telecommunications 817
infrastructure of the disaster recovery operations site within these four areas: 818
Telephone 819
o Land Lines 820
o Cellular 821
o Satellite 822
Wide Area Network 823
Radio Communications 824
Video Telecommunications 825
826
In addition to maintaining the telecommunications infrastructure, the Recovery Organization Logistics 827
Section is responsible for answering phone calls, and maintaining the phone and email directory for the 828
State Recovery Organization. 829
Recovery Organization Logistics
SEOC Technology Unit
Facility Unit
Figure 14 – Recovery Operations Logistics Section Organization
State of Maryland Disaster Recovery Plan V.2
41 A Center for Preparedness Excellence
The Recovery Organization Logistics Section is responsible for monitoring access to the facility, providing 830
credentialing to authorized guests, and maintaining an accurate and up-to-date list of visitors and staff. 831
State of Maryland Disaster Recovery Plan V.2
42 A Center for Preparedness Excellence
XVI. PLANNING SECTION 832
The Planning Section of the State Recovery Organization 833
consists of: 834
Planning Chief 835
Situation Awareness Unit 836
Community Planning and Capacity Building RSF 837
Current Planning Unit 838
Planning Support Unit 839
840
The Planning Section is responsible for maintaining situational 841
awareness during State disaster recovery operations, and for leading 842
the development of a variety of planning deliverables throughout all 843
phases of disaster recovery operations. To that end, the various units 844
within the Planning Section have a responsibility to produce Situation 845
Reports (SITREPs), the State Recovery Support Strategy (SRSS), the 846
State Support Plan (SSP), and any needed Crisis Action Plans. The 847
coordinated development of these documents is facilitated through 848
the Information Management Process (IMP), which is detailed in the 849
figure below. 850
851
Planning
Situation Awareness Unit
Current Planning Unit
Community Planning and Capacity Building RSF
Planning Support Unit
Figure 15 – Planning Section Organization
State of Maryland Disaster Recovery Plan V.2
43 A Center for Preparedness Excellence
Figure 16 – Information Management Process 852
853
854
855
856
A. Inputs 857 Inputs to the IMP vary greatly based of the size and scope of each disaster. In general terms, all data 858
from the various damage and impact assessments happening around the State are used to inform the 859
development of the various planning deliverables. Additionally, the Planning Section uses information 860
from activated RSFs and from impacted local jurisdictions. Finally, status updates on the processes and 861
expenditures of the active grant programs in the State are important for the Planning Section. 862
B. Planning Deliverables 863
1. Situation Reports 864 The Situation Awareness Unit produces a SITREP once every operational period for the duration of 865
recovery operations. The operational periods are determined by the Planning Section Chief and the 866
SDRC, and may be significantly longer than the operational periods of response operations (e.g., 867
Damage Assessments
Long-term Impact Assessments
RSF reports Local
jurisdiction reports
Funding opportunity status updates
Situation Awareness Unit
Current Planning Unit
Community Planning and
Capacity Building RSF
Planning Support Unit
Inputs Planning Deliverables Leader
Situation Reports
State Support Plan
State Recovery Support Strategy
Crisis Action Plans
State of Maryland Disaster Recovery Plan V.2
44 A Center for Preparedness Excellence
depending on the scope of recovery operations, operational periods could span weeks or even a month 868
at a time). 869
870
Much like the SITREPs produced during response operations, these documents serve as detailed reports 871
of all activities that have happened or are currently happening in the operational period. SITREPs are a 872
compilation of data received through the various inputs of the IMP, which have been analyzed and 873
displayed in an effective way by the Situation Awareness Unit. Final SITREP documents are distributed 874
to the appropriate stakeholders, and archived as a part of the official documentation for the disaster. 875
2. State Support Plan 876 Development of the State Support Plan is led by the Current Planning Unit. A continuation of the SSPs 877
that are implemented during response operations, the SSP serves as the State Recovery Organization 878
version of an Incident Action Plan (IAP). The Current Planning Unit, in collaboration with the Operations 879
Section Chief and the SDRC, facilitates the development of leadership priorities, objectives, and 880
operational tasks for the State Recovery Organization during the defined operational period. The SSP is 881
intended to address the current activities of the recovery organization. 882
883
The development of the SSP during recovery operations is facilitated through the State Support Planning 884
Cycle, outlined in the figure below. 885
State of Maryland Disaster Recovery Plan V.2
45 A Center for Preparedness Excellence
Figure 17 – State Support Planning Cycle 886
887
a) State Support Planning Cycle 888
The steps of the State Support Planning Cycle collectively ensure that the State Recovery Organization 889
has a clear and consistent direction, and the process is continually monitored and evaluated throughout 890
disaster recovery operations. Initially, some objectives that were not fully completed during response 891
operations carry over into short-term recovery operations. 892
893
As the planning cycle continues, the Operations Section (and, thereby, the RSFs) identifies new 894
objectives based on unmet needs, within their scope of operations. Initially, the planning cycle may 895
occur over operational periods defined by hours or days, and may expand, over time, to weeks or 896
months. These objectives are formulated based on all of the inputs to the Information Management 897
Process. The RSFs are responsible for developing and executing tasks to achieve those objectives during 898
the operational period. Progress in completing objectives is monitored throughout recovery operations, 899
and objectives are modified, as necessary. 900
Planning Meeting
Draft/Approve/ Distribute SSP
Operations Briefing(s)
Execute SSP Evaluate Progress
Set/Revise Recovery
Objectives and Strategies
Determine Tasks
State Support Planning Cycle
Transition from Response
Operations
State of Maryland Disaster Recovery Plan V.2
46 A Center for Preparedness Excellence
b) Joint State and Federal Incident Action Planning 901
During recovery operations where a JFO has been established, the State Support Planning Cycle is 902
integrated with the FEMA Incident Action Plan Process.5 The resulting document is a Joint State and 903
federal IAP that provides both State and federal objectives. The steps in the planning process are very 904
similar, and stakeholders from both the State and federal operations participate in planning meetings in 905
order to set objectives, strategies, and tasks. 906
3. State Recovery Support Strategy 907 In contrast with the SSP, the State Recovery Support Strategy is a visionary document that outlines the 908
“new normal” after a disaster event, and establishes strategic goals for achieving that vision. Due to the 909
dynamic nature of post-disaster operations (both response and recovery), it may take several months 910
for all of the information to be available to produce a complete SRSS document. Significant effort must 911
be expended to conduct the necessary long-term impact assessments and damage assessments in the 912
impacted communities because these inputs guide the development of the SRSS and all of the other 913
planning deliverables. The SRSS is updated periodically, as recovery operations stretch into the months 914
and years following a disaster, and as recovery milestones are achieved. 915
a) Integration with the State Support Planning Cycle 916
While the SSP and the SRSS differ in many ways, they are designed to inform one another, and to 917
collectively guide the State’s recovery operations toward rebuilding stronger and safer communities. In 918
the early phase of recovery operations, transition from response operations is still occurring, and 919
intermediate and long-term recovery operations are being activated. During this time period, progress 920
is still made to advance recovery operations (through the SSP), but no long-term guidance exists. 921
922
As the various impact assessments are conducted and completed (i.e., inputs to the Information 923
Management Process), the SRSS is developed. The long-term strategic goals and priorities that are 924
developed through this planning process are used to inform the State Support Planning Cycle. 925
Specifically, after the SRSS is developed, the outlined long-term goals for recovery direct the objectives, 926
strategies, and tasks that are developed during the State Support Planning Cycle for the defined 927
operational period. As recovery operations move through the months and years following a disaster, 928
5 FEMA, FEMA Incident Action Planning Guide (Jan. 2012), available at
http://www.uscg.mil/hq/cg5/cg534/nsarc/FEMA%20Incident%20Action%20Planning%20Guide%20(IAP).pdf (last visited Mar. 7, 2014).
State of Maryland Disaster Recovery Plan V.2
47 A Center for Preparedness Excellence
full integration of the two deliverables occurs, and the SSP becomes the operational execution of the of 929
the vision outlined in the SRSS. 930
931
Figure 18 – State Support Strategy Integration with the State Support Planning Cycle 932
933
934
Likewise, the development of the SRSS is influenced by the SSPs. The unmet needs and outstanding 935
issues identified through the SSP cycle are used to revise the SRSS goals. 936
4. Crisis Action Plans 937 Led by the Planning Support Unit, Crisis Action Plans may need to be developed as disaster recovery 938
operations unfold. Crisis Action Plans address complex problems that require interagency coordination 939
to meet the immediate needs of the impacted communities or the State. These plans expand upon the 940
State Support Plan, which is broader in scope, and serve to solve particular recovery-related issues in the 941
short term. Examples of the types of issues that would warrant the development of Crisis Action Plans 942
are listed in the following figure. 943
Planning Meeting
Draft/ Approve/
Distribute SSP
Operations Briefing(s)
Execute SSP Evaluate Progress
Set/Revise Recovery
Objectives and Strategies
Determine Tasks
State Support Planning Cycle
State Recovery Support Strategy
State of Maryland Disaster Recovery Plan V.2
48 A Center for Preparedness Excellence
Figure 19 – Types of Situations Warranting Crisis Action Plans 944
945
Maritime Debris Removal
Underground Utility Infrastructure Restoration
Transitional Housing
State Highway Access Restoration
State of Maryland Disaster Recovery Plan V.2
49 A Center for Preparedness Excellence
XVII. OPERATIONS SECTION 946
Recovery operations begin during the response phase as life safety and incident stabilization activities 947
are winding down. The figure below demonstrates how the Operations Section is organized during 948
recovery operations. 949
950
The Operations Section of the State Recovery Organization consists of: 951
Operations Chief 952
Field Operations Liaison 953
o Regional Liaison Officer(s) (RLOs) 954
Voluntary Organizations Liaison 955
956
Resource Support Branch
Mission Tracker
EMAC Resources
MEMAC Resources
FEMA Resources
Disaster Survivor Branch
Long-Term Housing RSF
Public Health and Healthcare Services RSF
Social Services RSF
Individual Assistance Program
Public Sector Branch
Infrastructure RSF
Natural Resources RSF
Cultural Resources RSF
Public Assistance Program
Private-Sector Branch
Economic RSF
Private Sector Integration Program
Small Business Administration
Hazard Mitigation Branch
Management and Analysis
Grants and Planning
Floodplain Management and Insurance
957
State of Maryland Disaster Recovery Plan V.2
50 A Center for Preparedness Excellence
Figure 20 – Operations Section Organization 958
959
960
The Operations Section is responsible for ensuring RSFs and other critical recovery operations functions 961
coordinate activities as they carry out the objectives set forth by the SDRC and the Senior Leadership. 962
With regard to recovery, and particularly long-term recovery, the SDRC works with the relevant 963
departments and agencies with roles in disaster recovery, with the primary focus on maintaining 964
communication and coordination among members of the recovery effort who are working within their 965
department/agency’s scope. 966
967
The Operations Section helps to coordinate all elements at the State, local, and federal levels of the 968
recovery effort. To facilitate this, the Operations Section manages, assigns, and monitors mission 969
requests. Additionally, the branches of the Operations Section are expandable, as needed, and can even 970
Operations Section Chief
Resource Support Branch
Mission Tracker
EMAC Resources
MEMAC Resources
FEMA Resources
Disaster Survivor Branch
Long-Term Housing RSF
Public Health and Healthcare
Services RSF
Social Services RSF
Individual Assistance Program
Public-Sector Branch
Infrastructure RSF
Natural Resources RSF
Cultural Resources RSF
Public Assistance Program
Private-Sector Branch
Economic RSF
Private Sector Integration
Program
Small Business Administration
Hazard Mitigation Branch
Management and Analysis
Grants and Planning
Floodplain Management and
Insurance
Field Operations Liaison
Regional Liaison Officer
Local Long-Term Recovery
Operations
Voluntary Organizations
Liaison
State of Maryland Disaster Recovery Plan V.2
51 A Center for Preparedness Excellence
be expanded geographically. The branches also contract, as needed, at the direction of RSF primary 971
agencies, in coordination with the Operations Section Chief and the SDRC. 972
A. Operations Section Roles 973
1. Operations Section Chief 974 The Operations Section Chief serves in a coordination role to help funnel recovery information to and 975
from the RSFs delivering services and resources to the impacted communities. 976
2. Field Operations Liaison 977 The Field Operations Liaison position is an “awareness” role, and serves to coordinate State-level 978
resources, rather than dictate operations, in impacted communities. This position helps provide the 979
Operations Section Chief and the SDRC with the “big picture” of the recovery effort, as well as 980
information on county- and regional-level operations. 981
982
For events of extraordinary magnitude, where resources are deployed across a large portion of the 983
State, the Field Operations Liaison may assign a supervisor for each division of the State (note that 984
divisions vary based on the scope of each disaster) in order to facilitate information sharing across all 985
regions and all impacted communities. 986
a) Regional Liaison Officer(s) 987
The Regional Liaison Officers are critical links between the local jurisdictions and MEMA. They manage 988
requests for resources or support, and help maintain situational awareness of local response activities. 989
An RLO functions as a member of the local jurisdiction’s Command Staff as the Liaison Officer and is 990
responsible for ensuring State and local operations are coordinated, and that the local jurisdiction 991
receives the support they request. Responsibilities of deployed RLOs are to: 992
Maintain a list of assisting and cooperating departments/agencies and department/agency 993
representatives; 994
Establish coordination between local activities and the State Recovery Organization; 995
Monitor recovery operations to identify coordination challenges; 996
Monitor recovery operations to identify local resource and mission support needs; and 997
Participate in State Recovery Organization planning meetings, and provide current resource 998
status information, including the limitations and capabilities of local resources. 999
1000
State of Maryland Disaster Recovery Plan V.2
52 A Center for Preparedness Excellence
MEMA’s Western Region consists of Garrett, Allegany, and Washington Counties. The Capital Region 1001
consists of Frederick, Montgomery, and Prince George’s Counties. The Southern Region consists of 1002
Charles, St. Mary’s, and Calvert Counties. The Central Region consists of Anne Arundel, Howard, Carroll, 1003
Baltimore, and Harford Counties, and Baltimore City. The Upper Shore Region consists of Cecil, Kent, 1004
Queen Anne’s, Caroline, and Talbot Counties. The Lower Shore Region consists of Dorchester, 1005
Wicomico, Worcester, and Somerset Counties. Annapolis, the State Capitol, and Ocean City, and cities 1006
within Anne Arundel and Worcester Counties, respectively, are designated as significant cities. 1007
1008
Figure 21 – Maryland Emergency Management Regions 1009
1010
3. Voluntary Organizations Liaison 1011 The Voluntary Organizations Liaison serves as a point of contact for the operations-level voluntary 1012
organizations that are engaged in recovery activities in impacted communities. This position interfaces 1013
with the leadership of the various voluntary agencies, and provides information about the activities of 1014
those agencies to the Operations Section Chief. Additionally, the Voluntary Organizations Liaison 1015
provides information to the operational organizations regarding activities of State government entities, 1016
and serves as a resource for any operational issues faced by the voluntary organizations. 1017
4. Branches 1018 The branch directors collate information from the Recovery Support Functions, and supply information 1019
for briefings to the SPG. This structure is intended to help ensure all aspects of recovery are included, 1020
State of Maryland Disaster Recovery Plan V.2
53 A Center for Preparedness Excellence
and it is also intended to help reduce organizational conflict between the State and federal recovery 1021
operations systems. Branch directors will be assigned based on the specific impacts of the disaster. 1022
a) Resource Support 1023
The Resource Support Branch operates as a continuation of the Resource Support Branch of the SEOC, 1024
coordinating with external recovery partners, federal, and inter- and intra-state mutual aid, and 1025
maintaining situational awareness of all State-level recovery missions (see the “Operations Section” and 1026
“Mutual Assistance Compacts” sections of the SROP for more information). 1027
(1) Mission Tracking Processing 1028
Within the operations of the Recovery Organization, there are two different forms of communications: 1029
informal and formal. While informal communication is encouraged and expected when working in 1030
groups, formal communication is required whenever the content is official and requires documentation. 1031
1032
Resource and support requests (i.e., mission requests) are examples of formal communication that are 1033
official and need to be documented. The Mission Tracking Process formalizes the request by 1034
documenting and tracking each request until completed and closed. 1035
1036
Mission requests come from two different locations: internally from within the State recovery 1037
operations from a section or RSF, or externally from a local jurisdiction or a business partner. Mission 1038
requests can be submitted by phone, fax, face-to-face interaction, or written documentation. 1039
Regardless of whether the request is internal or external, and regardless of the form of communication, 1040
all mission requests are formally documented. 1041
1042
The Mission Tracker maintains awareness of all new and open requests for assistance. The Mission 1043
Tracker then assigns the mission to the appropriate provider within the State Recovery Organization. If 1044
there are any issues as to where the mission should be assigned, the Mission Tracker consults with the 1045
Resource Support Branch Director. 1046
b) Disaster Survivor 1047
The Disaster Survivor Branch is intended to meet the needs of survivors, and it is comprised of the Long-1048
Term Housing RSF, Public Health and Healthcare Services RSF, and Social Services RSF. For more 1049
information on the responsibilities of each RSF, see the “Maryland Recovery Support Functions” section, 1050
below. 1051
State of Maryland Disaster Recovery Plan V.2
54 A Center for Preparedness Excellence
1052
This branch coordinates the State’s public, private, and nonprofit efforts to continue providing 1053
sheltering and feeding services, and develop and implement programs and policies that promote, 1054
incentivize, or directly provide for rehabilitation and reconstruction of destroyed and damaged housing, 1055
and/or the development of new permanent housing options. 1056
1057
The Disaster Survivor Branch also coordinates activities related to the re-establishment of healthcare 1058
services in impacted communities, including mental health services for survivors, and supports the 1059
restoration of social services programs. Additionally, this branch coordinates assessments of 1060
environmental conditions that impact public health, food safety at establishments, and pharmaceutical 1061
services. If a Presidential Disaster Declaration has been received for the State, this Branch also 1062
administers FEMA Individual Assistance Programs, when applicable. 1063
c) Public-Sector 1064
The Public-Sector Branch is intended to restore infrastructure, including transportation networks, lifeline 1065
utility networks, natural resources, state parks, historic sites, etc. It is comprised of the Infrastructure 1066
RSF, the Natural Resources RSF, and the Cultural Resources RSF. For more information, see the 1067
“Maryland Recovery Support Functions” section, below. The public-sector administers the FEMA Public 1068
Assistance Program, if applicable. 1069
1070
This branch is responsible for coordinating the State’s public, private, and nonprofit efforts to facilitate 1071
maintenance and restoration of the State’s facilities, infrastructure systems, and related services. 1072
d) Private-Sector 1073
The Private-Sector Branch is intended to support the redevelopment of the State’s economy, and it is 1074
comprised of the Economic RSF, and the Private Sector Integration Program (PSIP). For more 1075
information, see the “Maryland Recovery Support Functions” section, below. 1076
1077
This branch is responsible for coordinating the State’s public, private, and nonprofit efforts to sustain 1078
and/or rebuild businesses and employment, and develop economic opportunities with the goals of 1079
sustainability and economic resilience following a disaster. Additionally, the Private-Sector Branch 1080
interfaces with the U.S. Small Business Administration (SBA), when applicable. 1081
State of Maryland Disaster Recovery Plan V.2
55 A Center for Preparedness Excellence
e) Hazard Mitigation 1082
The Hazard Mitigation Branch is intended to support efforts to rebuild communities that are sustainable 1083
and resilient, which may include new building standards or building techniques to better manage the 1084
risks faced by communities. This Branch includes the activities related to floodplain management and 1085
flood insurance, as well as applicable hazard mitigation grants and planning activities, as directed by the 1086
State Mitigation Operations Plan (SMOP), and the State All-Hazards Mitigation Plan. 1087
B. Maryland Recovery Support Functions 1088 The grouping of State departments and agencies as RSFs represents the primary operational component 1089
of the SDROP. 1090
1091
Maryland has designated eight (8) RSFs to plan and carry out the various operational activities that may 1092
be needed during disaster recovery operations (see Table 2 – Capabilities and Recovery Support 1093
Function Primary Agency(ies), above, for additional information on the capability lead and supporting 1094
agencies). RSFs form the basis of the Operations Section within the State Recovery Organization. 1095
Maryland’s RSFs are as follows: 1096
Community Planning and Capacity Building Recovery Support Function 1097
Economic Recovery Support Function 1098
Public Health and Healthcare Services Recovery Support Function 1099
Social Services Recovery Support Function 1100
Long-Term Housing Recovery Support Function 1101
Infrastructure Systems Recovery Support Function 1102
Natural Resources Recovery Support Function 1103
Cultural Resources Recovery Support Function 1104
1105
RSFs are the primary coordinating mechanism for building, sustaining, and delivering the capabilities of 1106
the Recovery Mission Area. RSFs bring together the capabilities of State departments/agencies and 1107
other statewide organizations and assets. They are not based on the capabilities of a single 1108
department/agency, but represent groups of organizations that work together to deliver capabilities and 1109
support effective recovery operations. 1110
1111
State of Maryland Disaster Recovery Plan V.2
56 A Center for Preparedness Excellence
During disaster recovery operations, individual State departments/agencies operate as a State-level 1112
enterprise, coordinating activities within their respective RSFs and amongst the branches of the 1113
Operations Section. RSFs support not only a number of recovery capabilities, but also a number of 1114
responsibilities and actions that extend beyond the scope of the capabilities of the Recovery Mission 1115
Area. 1116
1117
Figure 22 – Recovery Organization Coordination Structure 1118
1119
Not all local recovery efforts requiring State-level support result in the activation of RSFs. State 1120
departments/agencies acting under their own legal and regulatory authority may request MEMA to 1121
activate relevant RSFs to support their recovery operations. 1122
1. Recovery Support Function Primary and Supporting Agencies 1123 The State Recovery Mission Area Lead, in consultation with the Governor, selected a State 1124
department/agency to serve as the Primary Agency for each RSF, and designated specific roles and 1125
responsibilities to execute these duties. Supporting State departments/agencies, key federal 1126
departments/agencies, and nongovernmental organizations/partners, working with the Primary Agency, 1127
assist in the actions of the RSF. The Maryland RSFs generally correlate to the federal RSF system. 1128
1129
State Disaster Recovery Organization
RSF RSF RSF RSF
Capability Capability Capability Capability
State of Maryland Disaster Recovery Plan V.2
57 A Center for Preparedness Excellence
Each RSF identifies its Primary Agency and support organizations. A support organization may be a State 1130
department/agency, a federal department/agency, a nongovernmental organization, or a private sector 1131
organization. 1132
a) Recovery Support Function Primary Agency 1133
Only a State department/agency can serve as a Primary Agency, and a Primary Agency must be a State 1134
department/agency with significant authorities, roles, resources, and/or capabilities for a particular 1135
function within the RSF, and must have coordinating oversight for that particular RSF. The RSF Primary 1136
Agency has ongoing preparedness responsibilities, as well as management responsibilities, within the 1137
State Recovery Organization. The management role of the RSF Primary Agency is carried out through a 1138
“unified command” approach, as agreed upon collectively by the designated Primary Agency and, as 1139
appropriate, support organizations. 1140
1141
When a RSF is activated, RSF Primary Agencies are responsible for: 1142
Providing staff to serve as the RSF Primary Representative within the State Recovery 1143
Organization; 1144
Notifying and requesting assistance from support organizations; 1145
Supporting and keeping other RSFs and organizational elements informed of RSF operational 1146
priorities and activities; 1147
Coordinating with federal and local agency equivalents; 1148
Coordinating efforts with applicable private-sector organizations to maximize the use of 1149
available resources; 1150
Executing department-specific contracts, and procuring goods and services, as needed; 1151
Managing mission assignments and coordinating with support organizations, as well as 1152
appropriate State officials, operations centers, and departments/agencies; 1153
Maintaining situational awareness of RSF-related activities; and 1154
Identifying and refining Essential Elements of Information (EEI) inputs for situational reporting. 1155
1156
For additional information, see Appendix A: Recovery Support Function Cross Tables, which includes 1157
information on the primary and supporting State departments and agencies for each RSF. 1158
State of Maryland Disaster Recovery Plan V.2
58 A Center for Preparedness Excellence
b) Recovery Support Function Support Organizations 1159
Support organizations are those entities with specific capabilities or resources that support the Primary 1160
Agency in executing the mission of the RSF. Activated RSF support organizations are responsible for: 1161
Providing staff to serve as RSF Support Representatives in the location of disaster recovery 1162
operations; 1163
Ensuring preparedness to execute recovery operations within the location of disaster recovery 1164
operations; 1165
Participating in planning for operations and the development of supporting operational plans, 1166
checklists, or other job aids; 1167
Conducting operations, when requested by the RSF Primary, consistent with their own authority 1168
and resources; 1169
Acting as Primary Agency in the location of disaster recovery operations in the absence of the 1170
Primary Agency; 1171
Acting on agency tasks, as applicable to the RSF function; 1172
Identifying and refining EEI inputs for situational reporting; and 1173
Assisting in the conducting of situational/damage assessments. 1174
1175
When requested, and upon approval of the Governor, the Maryland Military Department (MMD) 1176
provides support, as needed, to all RSFs. 1177
1178
State of Maryland Disaster Recovery Plan V.2
59 A Center for Preparedness Excellence
Table 3 – Maryland’s Recovery Support Functions 1179
Maryland Recovery Support Functions (RSF)
Community Planning and
Capacity Building
RSF Description
Support and build recovery capacities and community planning resources of local and State governments needed to effectively plan for, manage, and implement disaster recovery activities in large, unique, or catastrophic incidents.
Primary Agency(ies) Maryland Department of Planning (MDP) and Maryland Emergency Management Agency (MEMA)
Economic RSF Description
Assist local and State governments and the private sector in sustaining and/or rebuilding businesses and employment, and develop economic opportunities that result in sustainable and economically resilient communities after large-scale and catastrophic incidents.
Primary Agency(ies) Department of Business and Economic Development (DBED)
Public Health and Healthcare
Services
RSF Description
Assist locally-led recovery efforts in the restoration of public health and medical services, as well as healthcare networks, to promote the health and wellbeing of affected individuals and communities.
Primary Agency(ies) Department of Health and Mental Hygiene (DHMH)
Social Services RSF Description
Assist locally-led recovery efforts in the restoration of services networks to promote the resilience, and wellbeing of affected individuals and communities.
Primary Agency(ies) Department of Human Resources (DHR)
Long-Term Housing
RSF Description
Address pre- and post-disaster housing issues, and coordinate the delivery of resources and activities to assist local and State governments in the rehabilitation and reconstruction of destroyed and damaged housing, whenever feasible, and development of other new accessible permanent housing options.
Primary Agency(ies) Department of Housing and Community Development (DHCD)
Infrastructure Systems
RSF Description Support local, State, and other infrastructure owners and operators in their efforts to achieve recovery goals.
Primary Agency(ies) Maryland Department of Transportation (MDOT) and Maryland Public Service Commission (PSC)
Natural Resources
RSF Description Help local and State governments, and communities address long-term natural resource recovery needs after large-scale and catastrophic incidents.
Primary Agency(ies) Department of Natural Resources (DNR)
Cultural Resources
RSF Description Help local and State governments and communities address cultural resource needs after large-scale and catastrophic incidents.
Primary Agency(ies) Maryland Department of Planning (MDP): Maryland Historical Trust
State of Maryland Disaster Recovery Plan V.2
60 A Center for Preparedness Excellence
2. Maryland Voluntary Organizations Active in Disaster 1180 The Maryland VOAD is comprised of disaster relief agencies including faith-based, nonprofit, and 1181
governmental and nongovernmental organizations with the goal of enabling more effective disaster 1182
response and recovery efforts through sharing information and resources.6 1183
1184
To best be implemented in the State Recovery Organization, Maryland VOAD member organizations 1185
provide assistance to the RSFs that align with the member organizations’ functional expertise/core 1186
competency related to a functional area.7 1187
1188
VOAD members are able to act independently, but the Maryland VOAD coordinates recovery activities 1189
with the State and the RSFs via the Maryland VOAD Executive Committee (see Appendix C: Maryland 1190
Voluntary Organizations Active in Disaster Crosswalk with the Maryland Recovery Support Functions for 1191
more information on how VOAD member organizations align with the RSFs).8 1192
6 Maryland Voluntary Organizations Active in Disaster (Maryland VOAD), About, available at
http://mdvoad.org/about/ (last visited Nov. 1, 2013). 7 MDVOAD Resource Directory, 2012 ed., available at http://mdvoad.org/resources-2/ (last visited Nov. 4, 2013).
8 Maryland VOAD, Executive Committee, available at http://mdvoad.org/about/executive-committee/ (last visited
Nov. 1, 2013).
State of Maryland Disaster Recovery Plan V.2
61 A Center for Preparedness Excellence
XVIII. LOCAL INTEGRATION 1193
The role of the State in disaster recovery is to support the local communities. Thus, the primary purpose 1194
of local integration is to ensure the impacted local jurisdictions have a voice in the policy decisions that 1195
affect them, and to ensure the needs of impacted communities are met. The level of local integration 1196
varies depending on where a local jurisdiction is in the recovery process, and depending on the nature 1197
and scope of the disaster. Local integration can be facilitated several ways, including by: 1198
Incorporating the Local Advisory Group into the State Recovery Organization to assist with 1199
advising on policy related to disaster recovery efforts impacting local jurisdictions (see the 1200
“Local Advisory Group” section, above, for more information); 1201
Ensuring communication between the SDRC and the Local Advisory Group and/or LDRM to 1202
assist with making policy decisions; and 1203
Establishing regional committees to distribute and share information from a group of impacted 1204
local jurisdictions to the State, depending on the disaster. 1205
1206
Additionally, the State Recovery Organization will be located as close in proximity as practical to the 1207
communities affected by the disaster. 1208
1209
Although the State does not dictate the actions that local jurisdictions should take in an emergency, 1210
each local jurisdiction will need to appoint a Local Disaster Recovery Manager, who can serve as a 1211
representative of the jurisdiction, if needed. Additionally, the State does not prescribe how 1212
membership in the Local Recovery Organization should be structured, but is available, upon request, to 1213
offer technical assistance in identifying appropriate stakeholders in a local recovery mission. 1214
A. Local Disaster Recovery Manager 1215 The LDRM is the single point of contact that provides a way for the State to coordinate with the 1216
impacted local jurisdiction more effectively and efficiently. Additionally, the LDRM is responsible for 1217
directing and executing recovery at the local level, and is accountable to community stakeholders. 1218
1219
The local jurisdiction selects its LDRM. Potential LDRM candidates may include a local planner, codes 1220
official, zoning representative, local Emergency Operations Center (EOC) representative, county 1221
executive, county commissioner, or community leader (e.g., from a faith-based or nonprofit 1222
organization). The person selected should be able to think strategically, and take a long-term view of 1223
State of Maryland Disaster Recovery Plan V.2
62 A Center for Preparedness Excellence
recovery, and should understand the community’s needs. Additionally, the LDRM may be a person who 1224
comes into the position organically, as the local impacted area works to develop a Local Recovery 1225
Organization, or the local representative may be identified prior to a disaster and subsequent recovery 1226
effort, but this may not always be possible. In addition to a primary LDRM, it may be desirable to have a 1227
backup person who can provide support or take control of the local disaster recovery effort, if needed. 1228
1229
The State works with the LDRM, once they have been identified, to coordinate local disaster recovery 1230
efforts and State assistance. 1231
B. State Support Absent a Local Recovery Organization 1232 If the local community does not setup a Local Recovery Organization and one is needed to coordinate 1233
and direct local disaster recovery efforts, the State may step in to help coordinate and initiate a local 1234
recovery effort. State assistance may come in the form of technical assistance to aid the local 1235
jurisdiction in establishing a Local Recovery Organization. The Community Planning and Capacity 1236
Building RSF coordinates this effort. Additionally, the level of State involvement depends on the severity 1237
of the disaster, and the resources possessed by the local jurisdiction. 1238
State of Maryland Disaster Recovery Plan V.2
63 A Center for Preparedness Excellence
XIX. EXTERNAL COORDINATION AND SUPPORT 1239
The State Recovery Organization coordinates recovery support activities on behalf of the local 1240
jurisdictions, including providing technical support, and support in the form of resources and funding. 1241
Specifically, the State manages federal recovery assistance programs and resources provided to the local 1242
jurisdictions. In addition to coordinating with the local jurisdictions, the State is required to coordinate 1243
with the federal government and the private and nonprofit sectors by: 1244
Sharing information; 1245
Establishing joint coordination entities (e.g., the Joint Field Office and State Recovery Office); 1246
and 1247
Establishing joint operations (e.g., through Unified Command). 1248
1249
The federal government is the State’s recovery partner, and FEMA is prepared to support the State and 1250
local jurisdictions in recovering from a disaster. When a disaster occurs that exceeds the capacity of 1251
State resources, the federal government may use the National Disaster Recovery Framework (NDRF), 1252
among other methods, to provide support to the State and enhance the ability to deliver recovery 1253
capabilities. The impacts of each specific disaster determine the duration and extent of needed federal 1254
support. 1255
A. Integrating State and Federal Recovery 1256 The State Recovery Organization is designed to facilitate seamless integration with the NDRF, as well as 1257
the components of recovery led by FEMA. The goal is to enable FEMA to conform to the recovery 1258
organizational structure set forth by the State when called upon to assist with recovery efforts. Ensuring 1259
vertical plan integration at the State and federal levels helps enable coordination and communication 1260
throughout all phases of recovery. State/federal coordination during recovery operations occurs 1261
through FEMA’s advanced evaluation team (AET), the JFO, and programs (including those not in the 1262
JFO). 1263
1. Advanced Evaluation Teams and Reports 1264 An Advanced Evaluation Team is activated by FEMA, typically following a Presidential Disaster 1265
Declaration, in order to assesses the severity of the disaster, and to determine if subject matter experts, 1266
in the form of federal RSF primary and supporting agencies, and/or resources are needed to support the 1267
State’s recovery efforts and existing capacity. The AET works with the State, through the SCO and the 1268
SDRC, to determine if federal RSFs are needed to provide technical assistance and/or resources. 1269
State of Maryland Disaster Recovery Plan V.2
64 A Center for Preparedness Excellence
1270
To request the activation of a federal RSF, FEMA begins by generating the advanced evaluation team 1271
report, which examines baseline and existing data about the impacted communities, and considers 1272
whether it is beyond the ability of the State to provide adequate assistance. The report is structured to 1273
describe existing capability gaps, and is intended to justify the mission assignments and deployment of 1274
resources. Based on the report, the FCO and SCO make the determination as to whether the State 1275
needs assistance. If assistance is necessary, FEMA works with the State to identify what specific 1276
resources are needed. 1277
1278
Although there are no specific thresholds that must be met in order for federal RSFs to be activated, the 1279
more clearly the State can articulate its needs, the more effectively FEMA and federal interagency 1280
resources can work to fulfill them. After the determination is made, the SCO approves the decision, 1281
brings in the appropriate departments/agencies, and assigns missions. The specifics of the evaluation 1282
process depend on the severity of the disaster. In disasters with significant impacts, the evaluation 1283
process can be bypassed, and a request can be made immediately based on the information provided by 1284
the State. 1285
1286
It is important to note that the AET report is different than a Preliminary Damage Assessment (PDA) 1287
because it does not involve an in-depth assessment of the impacts. Instead, the AET report focuses on 1288
what is needed to resolve the long-term recovery issues. AET reports are generated within a few weeks, 1289
typically, and mission scoping occurs within a few months. Recovery operations are ongoing while this 1290
process takes place. 1291
a) Joint Field Office 1292
The JFO is the primary location for State-federal coordination in administering federal assistance to the 1293
State. The JFO is established, in accordance with NIMS, under a Unified Command consisting of 1294
coordinating officers from the State and federal governments. It is established following a Presidential 1295
Disaster Declaration (circumstances permitting, ideally within 72 hours), and serves as the temporary 1296
duty station for most of the State and federal staff assigned to manage the disaster. The initial federal 1297
contingent deploying to the State establishes an Initial Operating Facility (IOF) while logistics for the JFO 1298
are being sorted out. The JFO coordinates mid- to late-phase response operations, and manages federal 1299
recovery programs such as the Public Assistance, Individual Assistance, and Hazard Mitigation Program 1300
activities, as well as State recovery programs. Additionally, it oversees the staging area operations, 1301
State of Maryland Disaster Recovery Plan V.2
65 A Center for Preparedness Excellence
federal response team base camps, disaster recovery centers, area field offices, and other facilities 1302
activated for the relief effort. The JFO may remain open for months to years, depending on the life-1303
cycle of the relief operation. The following figure illustrates the process for federal support and 1304
coordination. 1305
1306
Figure 23 – Federal Support Coordination 1307
1308
B. External Coordination with Private and Nonprofit Organizations 1309 The private and nonprofit sectors are incorporated into the Recovery Organization in the Operations 1310
Section. The Private Sector Integration Program is included under the Private-Sector Branch, and 1311
nonprofit organizations coordinate through the Voluntary Organizations Liaison. Additionally, the VOAD 1312
members are included throughout the organization according to the functional area they serve (see 1313
Appendix C: Maryland Voluntary Organizations Active in Disaster Crosswalk with the Maryland Recovery 1314
Support Functions for more information). 1315
C. External Coordination with Neighboring States and the National 1316
Capital Region 1317 The State of Maryland may coordinate with neighboring states, as well as the inter-state regions: the 1318
NCR and DelMarVa, if the disaster impacts a broad area or requires assistance, such as mutual aid 1319
through the Emergency Management Assistance Compact (see the “Concept of Coordination” and 1320
“Mutual Assistance Compacts” sections of the SROP for additional information). External coordination 1321
State of Maryland Disaster Recovery Plan V.2
66 A Center for Preparedness Excellence
may also occur through the Resource Support Branch of the Operations Section. Additionally, the RSFs 1322
may coordinate resource support. 1323
State of Maryland Disaster Recovery Plan V.2
67 A Center for Preparedness Excellence
XX. PLAN MAINTENANCE 1324
The State Disaster Recovery Operations Plan is updated bi-annually by the RSFLG using the National Plan 1325
Development Process, in accordance with the Maryland Emergency Preparedness Program Strategic 1326
Plan. Capability Annexes are updated annually through the State’s THIRA process. 1327
1328
Additionally, After Action Reports (AAR) and Improvement Plans (IP) from exercises or real-world 1329
disasters may identify the need for incremental updates to the SDROP and Capability Annexes. 1330
State of Maryland Disaster Recovery Plan V.2
I A Center for Preparedness Excellence
XXI. DISASTER RECOVERY OPERATIONS APPENDICES 1331
A. Recovery Support Function Cross Tables 1332
B. Recovery Organization Command and General Staffing 1333
C. Maryland Voluntary Organizations Active in Disaster Crosswalk with the Maryland Recovery 1334
Support Functions 1335
State of Maryland Disaster Recovery Plan V.2
II A Center for Preparedness Excellence
A. Recovery Support Function Cross Table 1336 1337
Table 4 – Maryland State Departments and Agencies (Primary and Supporting) 1338
Agency Name/RSF
Community Planning and
Capacity Building Recovery Support Function
Economic Recovery Support Function
Public Health and
Healthcare Services Recovery Support Function
Social Services Recovery Support Function
Long-Term Housing Recovery Support Function
Infrastructure Systems Recovery Support Function
Natural Resources Recovery Support Function
Cultural Resources Recovery Support Function
Comptroller
DBED S P S S S
DBM S
DGS S
DHCD S P
DHMH P
DHR S S P S S
DJS S
DLLR
DMIL S S
DNR S S S S S S P S
DoIT
DPSCS
GOCI
MDA S
MDE S S
MDoA
MDOD S
MDOT S P
MDP P S P
MEA
MEMA P S S S S S S S
MIA
MIEMSS S
MSDE
MSP S
MSP-OSFM S
PSC P
UM-MFRI
Maryland VOAD
S S S S S S S S
1339
State of Maryland Disaster Recovery Plan V.2
III A Center for Preparedness Excellence
B. Recovery Organization Command and General Staffing 1340 The following table represents the operational supervisors for the Recovery Organization. The primary (P) and alternate (A) State departments 1341
and agencies are listed below. 1342
1343
Table 5 – Recovery Organization Command and General Staffing Roles 1344
Agency Name/
RSF
SCO
SDR
C
AFN
C
Legi
slat
ive
Lia
iso
n
Lead
PIO
Pla
nn
ing
Sect
ion
Staf
f
Op
era
tio
ns
Sect
ion
Ch
ief
Vo
lun
tary
Org
aniz
atio
ns
Liai
son
Fie
ld O
pe
rati
on
s
Re
sou
rce
Su
pp
ort
Dis
aste
r Su
rviv
or
Pu
blic
Se
cto
r
Pri
vate
Se
cto
r
Haz
ard
Mit
igat
ion
Re
cove
ry
Org
aniz
atio
n
Logi
stic
s St
aff
IT
Faci
lity
Un
it
Fin
ance
/Ad
min
Governor’s Office
P
DBED A
DGS A P P
DHR A P
DoIT P
GOCI A
MDOD P
MDP A A
MEMA P P A P P P P P A P P P A P
Maryland VOAD
P
1345
State of Maryland Disaster Recovery Plan V.2
IV A Center for Preparedness Excellence
C. Maryland Voluntary Organizations Active in Disaster Crosswalk 1346
with the Maryland Recovery Support Functions 1347 The following chart depicts the resources and capabilities of the member organizations of Maryland 1348
VOAD. This list was compiled by the VOAD member organizations. 1349
1350
Table 6 – Maryland VOAD Resources and Capabilities 1351
Organization
Do
nat
ion
s M
anag
em
en
t
Mas
s C
are
/Fe
ed
ing
Op
era
tio
ns
Vo
lun
tee
r M
anag
em
en
t
Cri
sis
Co
un
selin
g
De
bri
s C
lear
ance
Dam
age
Ass
ess
me
nt
Fin
anci
al A
ssis
tan
ce
Re
bu
ildin
g
Trai
nin
g
Ch
ildca
re
An
imal
Pro
tect
ion
Man
po
we
r Su
pp
ort
Pe
rso
nal
Me
dic
al E
qu
ipm
en
t
Loca
l Re
spo
nse
an
d R
eco
very
Co
mm
un
icat
ion
s
Pro
visi
on
of
Vo
lun
tee
rs
Sear
ch a
nd
Re
scu
e
2-1-1 Maryland
American Red Cross-
Chesapeake Region
X X X
X X
X
X
Baptist Convention of
MD and DE
X
X
X
X X
X X
Catholic Charities
Church of the Brethren- Brethren Disaster
Ministries
X
X
Civil Air Patrol
X
XX
X
X
X XX
XX
Diakon/ Lutheran Social
Ministries/ Social Services-
NCA
X
X X X X X X X
X X X
FEMA
The Humane Society of The
US X
X
X
X
X
International Orthodox Christian Charities
X
X X
X
X
X
Lions/Lioness
X
X
State of Maryland Disaster Recovery Plan V.2
V A Center for Preparedness Excellence
Organization D
on
atio
ns
Man
age
me
nt
Mas
s C
are
/Fe
ed
ing
Op
era
tio
ns
Vo
lun
tee
r M
anag
em
en
t
Cri
sis
Co
un
selin
g
De
bri
s C
lear
ance
Dam
age
Ass
ess
me
nt
Fin
anci
al A
ssis
tan
ce
Re
bu
ildin
g
Trai
nin
g
Ch
ildca
re
An
imal
Pro
tect
ion
Man
po
we
r Su
pp
ort
Pe
rso
nal
Me
dic
al E
qu
ipm
en
t
Loca
l Re
spo
nse
an
d R
eco
very
Co
mm
un
icat
ion
s
Pro
visi
on
of
Vo
lun
tee
rs
Sear
ch a
nd
Re
scu
e
Clubs, District 22W
Maryland Department of
Human Resources
X
X
X X
X
X X
Maryland Emergency
Management Agency
X
X
X
Mercy Medical Airlift/Angel-
Flight
National VOAD (NVOAD)
Presbyterian Church in America- Disaster
Response Ministry
The Salvation Army
X X X X X
X X X X
X
X X
Seventh Day Adventist Church-
Adventist Community
Services
United Methodist
Church- UMCOR
University of Maryland, Center for Health &
Homeland Security
World Relief
State of Maryland Disaster Recovery Plan V.2
VI A Center for Preparedness Excellence
Organization D
on
atio
ns
Man
age
me
nt
Mas
s C
are
/Fe
ed
ing
Op
era
tio
ns
Vo
lun
tee
r M
anag
em
en
t
Cri
sis
Co
un
selin
g
De
bri
s C
lear
ance
Dam
age
Ass
ess
me
nt
Fin
anci
al A
ssis
tan
ce
Re
bu
ildin
g
Trai
nin
g
Ch
ildca
re
An
imal
Pro
tect
ion
Man
po
we
r Su
pp
ort
Pe
rso
nal
Me
dic
al E
qu
ipm
en
t
Loca
l Re
spo
nse
an
d R
eco
very
Co
mm
un
icat
ion
s
Pro
visi
on
of
Vo
lun
tee
rs
Sear
ch a
nd
Re
scu
e
Hope Animal-Assisted Crisis
Response
X
Team Rubicon
X
X X
X
Episcopal Churches of
Maryland
X
X
X
X X X
1352